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Report of theComptroller and Auditor General of India

Union Government (Railways)No. 14 of 2017

Report of the Comptroller and Auditor General

of India

for the year ended March 2016

Laid in Lok Sabha/Rajya Sabha on __________

Union Government (Railways) No.14 of 2017

PREFACE

The Report for the year ended March 2016 has been prepared for submission to the President under Article 151 of the Constitution of India.

The Report contains significant result of the compliance audit of the Ministry of Railways of the Union Government.

The instances mentioned in this Report are those, which came to notice in the course of test audit for the period 2015-16 as well as those which came to notice in earlier years, but could not be reported in the previous Audit Reports; instances relating to the period subsequent to 2015-16 have also been included, wherever necessary.

The audit has been conducted in conformity with the Auditing Standards issued by the Comptroller and Auditor General of India.

CONTENTS

Particulars Paragraph Page Abbreviations i Overview v Chapter 1 –Introduction Audit Report outline 1.1 1 Chapter outline 1.2 1 Audited Entity 1.3 1 Integrated Finance Advice and Control 1.4 4 Audit Planning 1.5 4 Reporting 1.6 4 Response of the Ministry/Department to Provisional Paragraphs

1.7 5

Audit observations issued, settled and outstanding 1.8 5 Recoveries at the instance of Audit 1.9 5 Remedial Actions 1.10 5 Paragraphs on which Action Taken Note received/pending 1.11 7 Chapter 2 – Traffic Parcel Business in Indian Railways 2.1 9-41 Introduction 2.1.1 9 Growth of parcel business during 2013-14 to 2015-16 2.1.2 11 Infrastructure development as envisaged in Vision 2020 document

2.1.3 14

Computerisation of parcel services - Parcel Management System (PMS)

2.1.4 15

Safety and security at Parcel Offices 2.1.5 18 Leased parcel business 2.1.6 20 Weighment arrangements, overloading and punitive charges - Parcels Vans, AGC/SLRs

2.1.7 32

Other issues 2.1.8 37 Conclusion 2.1.9 40 Recommendations 2.1.10 41 Container Train Operations in Indian Railways 2.2 41-56 Introduction 2.2.1 41 Selection of container train operators (CTOs) and execution of agreements

2.2.2 46

Growth of container traffic 2.2.3 46 Receipt of the Railways' dues from the CTOs 2.2.4 47 Review of Mechanism for monitoring of movement of container trains

2.2.5 54

Particulars Paragraph Page Conclusion 2.2.6 55 Recommendations 2.2.7 56 Wasteful expenditure on preservation of injudiciously selected sections as heritage and subsequent withdrawal of the decision

2.3 56

Non preferring for bills for shunting charges 2.4 59 Irregular levy and collection of Superfast Surcharge from passengers

2.5 60

Non-realisation of detention charges for overloaded wagons warranting load adjustment

2.6 61

Delay in implementation of Integrated Security System 2.7 63 Short-recovery of license fee from Banks for additional/excess space provided/occupied by them for ATMS

2.8 66

Short earning of revenue due to improper utilisation of Higher Capacity Wagons

2.9 67

Non-revision of interest and maintenance charges of private sidings

2.10 69

Loss due to allowing excess free time for combination of manual and mechanised loading in cement sidings

2.11 70

Loss on account of non-weighment of rakes 2.12 72 Chapter 3 – Traction Indigenization of suppliers for locomotive components and vendor development consequent to Transfer of Technology from foreign firm

3.1 76-87

Introduction 3.1.1 77 Continuing imports despite purchase of Transfer of Technology for indigenization

3.1.2 77

Non-utilization of facility created for in-house production consequent to Transfer of Technology

3.1.3 78

Wasteful expenditure in production of 5500 HP locos: ` 54.51 crore

3.1.4 82

Non-development of new vendors 3.1.5 83 Conclusion 3.1.6 86 Extra expenditure of ` 59.28 crore in import of crankcases 3.2 87 Energy Conservation measures in Indian Railway 3.3 90-99 Introduction 3.3.1 90 Energy Conservation- Electrical Energy 3.3.2 90 Energy Conservation - Diesel Energy 3.3.3 93 Energy Audit 3.3.4 96 Conclusion 3.3.5 98

Particulars Paragraph Page Extra expenditure due to change of traction from electric to diesel locomotive and vice versa for placement/release of rakes in the electrified siding notified for charging on ‘through distance basis’ and loss of earning capacity due to detention of wagons

3.4 99

Chapter 4 – Rolling Stock Management of Linen in Indian Railways 4.1 102-

130 Introduction 4.1.1 102 Assessment of requirement and procurement of linen 4.1.2 106 Storage and handling of linen 4.1.3 109 Setting up and working of Mechanised Laundries for washing linen

4.1.4 115

Feedback and complaint redressal mechanism 4.1.5 126 Non adherence to statutory requirements by Railways as Principal Employer

4.1.6 128

Conclusion 4.1.7 129 Recommendations 4.1.8 130 Working of Coach Rehabilitation Workshop, Bhopal 4.2 130-

144 Introduction 4.2.1 130 Planning, Financing and Execution of MLR activity 4.2.2 133 Assets Management (Infrastructure and its up-gradation) 4.2.3 139 Manpower 4.2.4 142 Non-revision of MLR cost under Rolling Stock Programme (RSP)

4.2.5 143

Conclusion 4.2.6 143 Recommendations 4.2.7 144 Detention of POHed wagons at Jhansi Workshop by using them for storage of scrap instead of carrying freight

4.3 144

Injudicious procurement of material for manufacturing coaches for Kolkata Metro

4.4 146

Deficient planning in procurement and non- installation of machines simultaneously in the same complex, led to non-achievement of objective of a self-sufficient Wheel Shop in the Wagon Shop at Kharagpur Workshop

4.5 148

Premature rejection of ERRUs 4.6 150

Loss due to non-revision of agreement clause for repair and maintenance charges for Rail Milk Tankers (RMT)

4.7 152

Chapter 5 – Engineering Injudicious expenditure of ` 93.89 crore on the Bagnan- 5.1 155

Particulars Paragraph Page Amta and Deshpran-Nandigram New Railway line projects Avoidable expenditure due to delay in payment of spectrum charges to Department of Telecommunication

5.2 157

Failure to settle the land acquisition matter on time led to avoidable expenditure liability of ` 50.68 crore

5.3 159

Non-recovery of lease charges from NHAI 5.4 162 Delay in re-building of bridge resulted in compromising safety of passengers by running of train on this bridge

5.5 163

Opening of an additional leg of a Road Over Bridge for traffic without adequate safety measures

5.6 165

Non-utilization of pit line facilities 5.7 167 Unfruitful expenditure due to award of contract without availability of clear site and drawings for execution of work

5.8 168

Uneconomic operation of Reinforced Cement Concrete Depot

5.9 170

Chapter 6 – Staff Matters and Public Sector Undertakings (PSUs) of IR Non recovery of subscription towards New Pension System amounting to ` 77.07 lakh and equal amount of matching contribution

6.1 170

Award of the work of ‘Maintenance of Accounts of RVNL’ to a firm on nomination basis in contravention of CVC guidelines

6.2 175

Continuing payment of rent on office accommodation due to delay in construction of own office building

6.3 176

Annexure 179

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Abbreviations

Abbreviation Full form ACASH Association of Corporations and Apex Societies of Handlooms AGC Assistant Guard’s Cabin AIEHC All India Engine Hour Cost ATM Automated Teller Machine ATN Action Taken Note BEE Bureau of Energy Efficiency BOOT Build Own Operate Transfer C&W Carriage and Wagons CCM Chief Commercial Manager CCTV Closed-circuit TelevisionCDE Chief Designing Engineer CEDE Chief Electrical and Distribution Engineer CEE Chief Electrical Engineer CEGE Chief Electrical General Engineer CLW Chittaranjan Locomotive Works CME Chief Mechanical Engineer COFMOW Centre for Modernisation of Workshops COM Chief Operations Manager CONCOR Container Corporation of India Limited COS Controller of Stores CPO Chief Personnel Officer CR Central Railway CRB Chairman Railway Board CRIS Centre for Railway Information Systems CRS Commissioner of Railway Safety CRT Container Train Terminal CRWS Coach Rehabilitation Workshop CTO Container Train Operators CVC Central Vigilance Commission CWE Chief Workshop Engineer D&G Direction and General DLW Diesel Locomotive Works DoT Department of Telecommunication DPR Detailed Project Report DRM Divisional Railway Manager EAC Estimated Annual Consumption

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Abbreviation Full form ECOR East Coast Railway ECR East Central Railway EMU Electric Multiple Unit EOL Engine On Load EPF Employees Provident Fund ER Eastern Railway ESI Employees State Insurance FA&CAO Financial Advisor and Chief Accounts Officer FOB Foot Overbridge FOIS Freight Operations Information System FSLA Freight Service and Ledger Account GC Gauge Conversion GM General Manager GPS Global Positioning System GSD General Store Depot GSM-R Global System for Mobile Communication-Railway GTKM Gross Tonnage per Kilometre HSD High Speed Diesel ICD International Container Depot ICF Integral Coach Factory IOH Intermediate Overhaul IR Indian Railways IRCA Indian Railway Conference Association IRCON Indian Railway Construction Organisation IRCTC Indian Railway Catering and Tourism Corporation IRPSM Indian Railways Projects Sanctions & Management IRR Internal Rate of Return IRSOD Indian Railway Schedule of Dimensions ISS Integrated Security System KVIC Khadi and Village Industries Commission LC Level Crossing MIS Management Information System MLR Midlife Rehabilitation MoR Ministry of Railways MoU Memorandum of Understanding MPLAD Members of Parliament Local Area Development MR Metro Railway NCR North Central Railway

Abbreviation Full form NEFR Northeast Frontier Railway NER North Eastern Railway NPS New Pension Scheme NR Northern Railway NREGA National Rural Employment Guarantee Act NTXR Neutral Train Examiner NWR North Western Railway OFC Optic Fibre Cable OHE Over Head Electrical Equipment PCE Principal Chief Engineer PMS Parcel Management System POH Periodical Overhaul PSU Public Sector Undertaking RC Rate Circular RDSO Research, Design and Standards Organisation RE Railway Electrification RITES Rail India Technical and Economic Services Limited RKM Route Kilometers RMT Rail Milk Tanker ROB Road Overbridge ROH Routine Overhaul ROR Rate of Return RR Railway Receipts RUB Road Underbridge RVNL Rail Vikas Nigam Limited SCADA Supervisory Control and Data Acquisition SCR South Central Railway SLRs Brake Vans SP Sectioning and Paralleling Post SPTO Special Parcel Train Operator SR Southern Railway Sr. DCM Senior Divisional Commercial Manager Sr. DPO Senior Divisional Personnel Officer Sr. DOM Senior Divisional Operations Manager SSP Sub Sectioning and Paralleling Post SWA Sender’s Weight Accepted SWR South Western Railway TA Traffic Accounts

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Abbreviation Full form TC Tender Committee TEU Twenty Feet Equivalent Unit TKM Track Kilometre TOT Transfer of Technology TS Train Superintendent TSS Traction Sub-station TSS Traction Sub Station TTE Travelling Ticket Examiner TVU Travelled Vehicle Unit VP Parcel Van WCR West Central Railway WPC Wireless Planning and Coordination WR Western Railway

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Overview The Audit Report consists of audit findings relating to compliance issues in respect of the Ministry of Railways and its various field units including Railway Public Sector Undertakings and Autonomous Bodies. The Audit Report includes four reviews on selected themes and 31 Paragraphs. A brief overview of the important audit findings and conclusions is given below: Parcel Business in Indian Railways Indian Railways recognised the need to augment its parcel business and re-position it as a separate line of business rather than an extension of its passenger transportation services. However, they did not undertake adequate steps to put in place the infrastructure and other institutional arrangements for improvement in parcel services. Consequently, Parcel Services continued to be non-core activity without any specific emphasis on augmentation and improvement in capacity of infrastructure or quality of service. Computerization of parcel services was started in 2005-06, but was yet to be completed on a large number of locations. Adequate measures for security monitoring and screening of the parcels were not available as seen at the selected parcel depots. Adequate weighment arrangements were not made/ensured by the railways for weighment of leased parcel traffic. On the other hand, rules were framed for termination of contracts after fourth default of overloading. These were, however, not a deterrent as weighment was not being done as a regular measure to check overloading despite laid down norms. Response for booking of leased parcel traffic through Brake Vans as well as Parcel vans was inadequate. While offers received were far less than space offered on lease, railways did not allot Parcel Vans in 65 per cent of cases. As such, leasing space remained grossly unutilized. Leased traffic services suffered from lack of customer friendliness and from maladies like delays in internal processes and deficiencies in decision making. For leasing of parcel space, delay of up to 240 days in finalization of tenders by Zonal Railways was noticed. Customers had to cancel indents for Parcel Vans (VPs) due to non-supply by Railway Administration and in many cases parcel vans were declared sick after being loaded. There were also delays in granting operational clearance due to which railways could not finalise lease agreements. For non-leased traffic, Zonal Railways carried parcels beyond their intended destinations in a significant number of cases. In the two months test checked, railways carried 13565 over carried parcels back to their original destinations. Over carriage of parcels also took away space in Assistant Guard’s Cabin (AGC)/Brake Vans (SLRs) which could be utilised for transportation of parcel traffic. This resulted in hardships to the customers and created operational problems to the Railway Administration. This also reflected on the quality of services being provided to the customers. (Para 2.1)

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Container Train Operations in Indian Railways Container Operations by the private operators was promoted with the primary objective to increase the rail share of traffic and to augment Indian Railway’s earnings by offloading sundry and piecemeal traffic to the private operators. Railways had decided not to carry sundry and piecemeal traffic in order to improve its operational efficiency through rake load movement. The container traffic registered an annual increase of about 4.57 per cent during 2010-11 to 2015-16. IR loaded 46.18 million tonnes of container traffic during 2015-16 and chances of achieving the target of 210 million tonnes by 2020 as envisaged, were remote. Charges like shunting charges, charges for detention of rakes beyond free time, stabling charges and land license fee, which were recoverable from Container Train Operators (CTOs) were not realized in full. The mechanism of recovering the staff cost for commercial staff deployed in various Container Rail Terminals (CRTs)/Inland Container Depots (ICDs) was not effective. Mechanism for monitoring movement of container trains did not exist in Central Railway, North Eastern Railway, South Western Railway and Southern Railway. (Para 2.2) Injudicious decision of preservation of two sections in Northeast Frontier Railway as heritage without assessing their tourism potential led to wasteful expenditure of ` 27.33 crore on their preservation/dismantling. (Para 2.3) As per Railway Board’s circular of February 2009, shunting charges should be levied for utilization of Railway engine for shunting activity in siding premises. However, East Central Railway (ECR) Administration did not prefer bills for utilization of Railway engine for shunting activity in Bina Coal Siding of Dhanbad division for the period January 2010 to March 2016, resulting in loss of revenue of ` 24.28 crore. (Para 2.4) Rules for refund of charges on failure to provide air-conditioning facility in Air Conditioned (AC) coaches exist in railways, wherein, the railways are liable to refund the difference between the fare of AC and non-AC classes of tickets. However, rules for refund of superfast surcharge to passengers in cases where Superfast services have not been provided to the passengers, have not been framed by the Railway Board. Audit observed that in North Central Railway (NCR) and South Central Railway (SCR), railways levied and collected superfast charges of ` 11.17 crore during the period 2013-14 to 2015-16 from the passengers on days, where 21 Superfast trains did not attain the average speed of 55 kmph (on broad gauge) for a ‘Superfast’ train. (Para 2.5) In Asansol Division of ER, during May 2008 to May 2016, detention charges to the extent of ` 10.70 crore for load correction of overloaded wagons against five coal companies had not been realised. Eastern Railway (ER) Administration had not raised demand for detention charges at the time of generation of Railway Receipts and had raised the same subsequently. However, when the demands for detention charge were eventually made, the coal companies did not agree for payment. (Para 2.6) The Integrated Security System (ISS) in Metro Railway, Kolkata could not be implemented fully five years after the scheduled date of completion. The reasons were delay in supply of location plans to the contractor, delay in allowing access to

vii

the Optical Fiber Cable (OFC) backbone to the contractor, unclear terms and conditions of the contract etc. Security measures as envisaged under ISS, thus, remained incomplete. (Para 2.7) NR Administration failed to recover the license fee for additional/excess space provided/occupied by banks for ATMs as per the laid down rules. Audit noticed a total short recovery of ` 9.40 crore from banks at 97 railway stations over Northern Railway (NR). (Para 2.8) There is an urgent need for policy decision by the Railway Board to prescribe permissible free time lesser than that allowed for manual loading for loading in covered wagons, where a combination of manual and mechanised loading is being used. At present such sidings are allowed free time applicable for manual loading. This has resulted in potential loss of revenue of ` 18.91 crore during the period from 2013-14 to 2015-16 (up to February 2016) on account of loss of earning capacity of these wagons in five private cement sidings of South East Central Railway (SECR). (Para 2.11) Diesel Locomotive Works (DLW) at Varanasi manufactures diesel locomotives for Indian Railways. DLW entered into a contract with M/s Electro Motive Diesel (EMD) of United States of America (USA), in October 1995 for Transfer of Technology (TOT) for manufacturing of High Horse Power (HHP) diesel locomotives which extended over the period of 1996-2006 at the total cost of US$ 1.75 crore. Despite a lapse of 10 years of TOT, DLW failed to develop indigenous sources and continued import of one-third of its requirement (average import of last five years 35.16 per cent), on payment of foreign exchange of about ` 1250 crore per annum. Audit noticed that most of the imports (almost 91.73 per cent - ` 4329 crore) were made from the single supplier M/s EMD (USA) from whom the technology was transferred. DLW did not take effective steps for development of new vendors to ensure competitive rates and continued to remain largely dependent on single source suppliers. Non-development of new vendors also led to continued dependence upon the foreign supplier leading to expenditure in foreign currency.

(Para 3.1) In August 2014, Railway Board instructed not to import crankcases (a component of diesel locomotive), but to improve in-house production and indigenous sources for the same. It was also instructed to revise the production plan of locomotives, if required. However, DLW continued import of crankcases from M/s EMD at higher cost and incurred extra expenditure of ` 59.28 crore in importing 81 crankcases between September 2014 to November 2015. (Para 3.2) Energy conservation measures in Indian Railways Indian Railway (IR) has switched over from conventional electric locos to more energy efficient HHP three phase locos having regenerative basic feature completely from 2016-17 onwards. However, Electric Multiple Units/Main Line Electric Multiple Unit with the regenerative braking features were inducted in Central Railway and Western Railway only and were yet to be inducted in Northern, Eastern, South Eastern

viii

Southern and South Central Railways. Audit noticed instances wherein the instruction of non-shutting down of locos (in cases of expected detention of more than 30 minutes) were not followed resulting in excess consumption of energy/fuel. Besides, excessive detentions were also observed at the interchange points test checked in audit leading to excess consumption during idling of locos. All Zonal Railways were not using the mechanism of Trip Ration for monitoring and controlling consumption of fuel. Energy Audits were conducted sporadically and recommendations were partially implemented. Post audit activity wise energy consumed was also not assessed. Energy conservation measures are needed to be adopted in more vigorous ways so as to achieve savings in energy consumption. (Para 3.3) Management of linen in Indian Railways The coaching stock of IR consist of 390 AC First Class coaches (7500 berths), 2375 AC (2-tier) coaches (112350 berths) and 5302 AC 3-Tier Sleeper coaches (345091 berths). A robust system for procurement, washing and distribution of linen is therefore necessary to provide clean, hygienic, well ironed and good quality linen to all passengers travelling in AC Classes. Audit observed that as on 31 March 2016 in respect of some of the linen items in selected General Stores Depots (GSDs), the stock in hand was less than one month’s requirement, in respect of others it was more than 12 month’s requirement. Provision of inspection of a prescribed percentage of new supply was not being used effectively, to ensure, quality of the linen received. The storage space at GSD was not adequate and items were not stored in proper environment. The storage space in the Coaching Depots was also not adequate and proper storing arrangements were not made at many places. No norms had been prescribed for optimal stock of bedroll to be carried in trains. Blankets and pillows were not dry cleaned and/or sanitised for long periods before supply to the passengers. Due to inadequate response from private parties, railways installed departmental mechanised laundries. However, these did not have sufficient handling capacity and railways continued to meet bulk of its requirement through outsourcing. The pace of setting up of departmental mechanised laundries was also slow. No quality check of washing through departmental mechanised laundries was done nor any norms prescribed for the same. Necessary clearances for operating 26 out of 30 mechanised laundries were not obtained from respective State Pollution Control Boards. Effluent Treatment Plants (ETPs) were not installed in case of 15 out of 30 mechanised laundries. In respect of the remaining, ETPs were installed in the laundries, but these were not functional and one ETP was recycling only part of the waste water. There were deficiencies in the washing contracts which diluted the enforcement of quality assurance measures. Electronic instruments for quality measurement were not being used in most of the Zonal Railways. This was also not enforced through the terms and conditions of the contracts. Inspections of quality were not being done adequately. Large amounts were being recovered from washing contractors for unsatisfactory performance. Railway as principal employer was lacking in its

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responsibilities for ensuring compliance of the labour laws by the linen distribution contractors. (Para 4.1) Working of Coach Rehabilitation Workshop, Bhopal The Coach Rehabilitation Workshop (CRWS), Bhopal undertakes the activity of Mid-life Rehabilitation (MLR) of passenger coaches. Rehabilitation work is carried out on the coach, which lies in the age group of 12 to 15 years. In this activity, repair on corrosion and degenerated interior and furnishing is carried out to bring it to the level of “as good as new”. The target for MLR of the coaches fixed for Railway Board could not be achieved during the review period and the same were reduced by seven to nine per cent by CRWS itself on the ground of inadequate manpower availability. During 2012-13 to 2015-16, total 137 coaches received in CRWS were returned back due to reasons such as the coaches were new/underage, overage, MLR already done, beyond repair, non-availability of adequate space etc. As such, these coaches did not fall in the criteria for MLR activities. Overall these coaches were detained for 1066 days leading to loss of earning capacity of ` 2.21 crore of coaches. The MLR of coaches are processed through seven main shops of the workshop. There were delays in outturn in various major shops as against the prescribed norms on account of insufficient space and frequent failure of machines. This resulted in non-achievement of targets and detention of coaches causing loss of earning capacity. Audit also observed that out of total 2286 coaches rehabilitated during the review period, 855 coaches were found defective in the Final shop and had to be re-repaired. The total time consumed on re-repair was 2423 days and on an average 2.23 days were spent per coach. Besides, 87 coaches rehabilitated during the review period failed online, out of which 49 coaches failed within 100 days. (Para 4.2) Integral Coach Factory (ICF) Administration recommended Bharat Heavy Electricals Limited (BHEL) for supply of electrics for manufacturing of metro rakes without ascertaining the eligibility criterion. Further, the procurement of material (worth ` 18.90 crore) was made before approval of tender by Railway Board. This led to loss of revenue to the Railway as material worth ` 6.17 crore had become obsolete due to change in policy for manufacturing of metro rakes. (Para 4.4) Railway Board introduced a policy of recruitment of land losers as a compensation for acquisition of their land even though land could have been acquired using enabling provisions through notification of ‘Special Projects’ for expeditious land acquisition without making commitment of recruitment. When South Eastern Railway (SER) sought clarification on this issue, the Railway Board failed to take a clear stand on the policy. This created a situation of confusion and led to agitation by land losers. The work of the projects Bagnan-Amta and Deshpran-Nandigram New Railway Line projects in Kharagpur Division of SER had to be stopped and expenditure of ` 93.89 crore was rendered unfruitful. (Para 5.1) NR and ECR Administrations delayed the payment of spectrum charges to Department of Telecommunications (DoT) which led to payment of late

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fee/surcharge of ` 19.47 crore. In NFR, ER and NCR spectrum charges surcharges/late fee were outstanding to the tune of ` 89.77 crore (including surcharge/late fee of ` 26.75 crore). Unless the spectrum charges are paid on time, late fee/surcharge would be imposed by DoT, which would have to be paid by the Zonal Railways, as there is no provision of waiver of late fee on spectrum charges. (Para 5.2) SR Administration created infrastructure on land which actually did not belong to them and continued to occupy the same for a long time in violation of the codal provisions. They also did not use the opportunity to settle the matter timely by paying compensation to the land owners as assessed by the State Government. This resulted in an avoidable expenditure liability of ` 50.68 crore towards compensation to the land owner. (Para 5.3) Delays on part of ECR Administration to provide necessary facilities/material/ site to the contractor led to delay in building of the new bridge between Kiul and Luckeesarai stations. On the other hand, works taken up for strengthening of the existing bridge were also not completed on time due to lapses on part of the ECR administration. This resulted in continuation of Permanent Speed Restriction and running of trains on Kiul bridge for the past 12 years, which is a safety hazard. (Para 5.6) NR Administration awarded contract for replacement of foot over bridges at Charbagh Railway station in Lucknow without ensuring clear site and drawings. This resulted in unfruitful expenditure of ` 5.75 crore on fabrication of steel material for the foot over bridges that would remain blocked till further decision for taking up the work. The existing foot over bridges are very old and not replaced/changed since installation. Till the time they are replaced, their use poses a threat to the safety of the passengers. (Para 5.10) The output of Reinforced Cement Concrete (RCC) depot at Ponmalai of SR is reducing over the years. The expenditure per unit of output has increased by almost 150 per cent in the last six years. RCC depot incurred additional expenditure of ` 5.68 crore on manufacturing items at a much higher cost as compared to market rates during this period. As operating the depot is proving to be an uneconomical proposition, there is a need for exploring alternative ways and means for gainfully utilizing the staff as well as usable assets of the depot. (Para 5.11) Non/improper implementation of New Pension Scheme at Nanded Division of SCR, Secunderabad resulted in non-recovery of subscription of ` 77.07 lakh and equal amount of matching contribution. (Para 6.1) Selection of firm for ‘Maintenance of Accounts’ on nomination basis in respect of Rail Vikas Nigam Limited (RVNL) and its subsidiary without following the guidelines of Central Vigilance Commission (CVC) led to irregular expenditure of ` 5.07 crore during October 2005 to October 2016. (Para 6.2)

Report No. 14 of 2017 (Railways) Chapter 1

1

Chapter 1 Introduction

1.1 Audit Report outline

This Audit Report comprises results of scrutiny of transactions relating to expenditure, receipts, assets and liabilities of the audited entities under the control of Ministry of Railways (Railway Board including Zonal Railways, Railway Public Sector Undertakings (PSUs) and Autonomous Bodies under the Ministry of Railways all over India). This includes an examination of the adequacy, legality, transparency, etc. of the relevant rules to maintain and operate effective control mechanism over public expenditure and safeguard against misuse, waste and loss.

The Audit Report for the year ending March 2016 contains six Chapters. Chapter 1 is introductory in nature and covers issues of cross-cutting nature. The other five Chapters contain audit findings related to important areas of functioning and operations of IR viz., Traffic, Traction, Rolling Stock, Engineering, Staff Matters and Railway PSUs.

This Report presents audit findings of significant materiality which are intended to aid the executive in instituting corrective actions to bring about improved performance and better financial management. The detailed findings on the following four issues, covering all Zonal Railways, are presented in this Report:

(i) Parcel Business in Indian Railways

(ii) Container Trains Operation in Indian Railways

(iii) Energy conservation measures in Indian Railways

(iv) Management of linen in Indian Railways

In addition, detailed audit findings contained in 31 individual paragraphs covering respective Zonal Railways are presented in Chapters 2 to 6 of this Report.

1.2 Chapter outline

Paras 1.3 and 1.4 of this Chapter outline the broad profile of the Ministry of Railways (MoR) and its subordinate field offices. Para 1.5 to 1.7 cover basis of selection of units for audit, reporting procedure for inclusion of audit observations in the Audit Report and response received from the Railway authorities to the Provisional Paragraphs. Paras 1.8 to 1.11 cover, a summary of year-wise pendency of audit observations and impact of audit in terms of recoveries effected and remedial actions taken.

1.3 Audited Entity

Indian Railways (IR) is a multi-gauge, multi-traction system with a total route length of 66,687 kms (as on 31 March 2016) and is one of the world's largest rail network under one management. Some important statistics regarding route/track length in IR is given below:

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Report No. 14 of 2017 (Railways)Chapter 1

Table 1.1 Broad Gauge

(1,676 mm) Meter Gauge (1,000 mm)

Narrow Gauge (762/610 mm)

Total

Route Kilometers 60,510 3,880 2,297 66,687 Running Track Kilometers 85,617 4,170 2,297 92,084 Total Track kms 1,12,496 4,639 2,495 1,19,630 Electrified Route kms 23,555 Electrified Running Track kms 43,357

IR runs 13,313 passenger trains and 9,212 Goods trains every day. During 2015-16, it carried 22.21 million passengers and 3.03 million tonnes freight each day. As on 31 March 2016, IR have 1.33 million work force and maintained the following infrastructural assets and rolling stock:

Table 1.2 Rolling stock Numbers

Locomotives 11,122 Coaching Vehicles 70,241 Freight Wagons 2,51,256 Stations 7,216 Source – Indian Railways Year Book 2015-16 and Indian Railways' Website

Organizational Structure1

The Ministry of Railways, a Ministry of the Government of India, is responsible for the country's rail transport. It is headed by a Union Minister of Railways (a Cabinet Minister) and has two Minister of State for Railways.

1 As on 21 December 2016

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Railway Board (RB) which is the apex body of the IR, reports to the Minister for Railways. Railway Board is headed by Chairman Railway Board (CRB) and has five Members (Traction, Rolling Stock, Traffic, Staff, and Engineering) and a Financial Commissioner (Railways). The Board is responsible for laying down policies on all matters of operation and maintenance of train services, acquisition, construction and maintenance of assets and monitoring implementation of policies and instructions across Zonal Railways. Railway Board is also responsible for regulating pricing of both passenger fares and freight tariffs. The Functional Directorates under each Member assist and aid in decision-making and monitoring of railway operations.

At the field level, there are 17 Zonal Railways. In addition, there is one research and standards organization viz. Research, Design and Standards Organization (RDSO) Lucknow; a Central Organization for Modernization of Workshops (COFMOW) for procurement of specialized machinery; two Locomotive manufacturing units {Diesel Locomotive Works (DLW) and Chittaranjan Locomotive Works (CLW)} at Varanasi and Chittaranjan respectively; three Coach factories at Kapurthala, Raebareilly and Perambur; two Wheel and Axle Plants at Yelahanka and Bela; and Diesel Modernization Works at Patiala.

The details of Zonal Railways with their Headquarters and total route kilometers (RKMs) as on 31 March 2016 are given below:

Table 1.3 Zonal Railways Headquarters RKMs Central Mumbai 4,063 Eastern Kolkata 2,711 East Central Hajipur 3,925 East Coast Bhubaneshwar 2,722 Northern New Delhi 7,301 North Central Allahabad 3,364 North Eastern Gorakhpur 3,869 Northeast Frontier Maligaon (Guwahati) 4,072 North Western Jaipur 5,550 Southern Chennai 5,074 South Central Secunderabad 6,028 South Eastern Kolkata 2,716 South East Central Bilaspur 2,505 South Western Hubli 3,322 Western Mumbai 6,440 West Central Jabalpur 2,997 Metro Railway Kolkata 28

Total 66,687

Each Zonal Railway is headed by a General Manager who is assisted by Principal Heads of Departments, of Operating, Commercial, Engineering, Electrical, Mechanical, Stores, Accounts, Signal & Telecommunication, Personnel, Safety, Medical etc. departments.


4

Besides the above, there are 36 PSUs of IR as on 31 March 2016 under control of Ministry of Railways. These PSUs were set up by the Ministry with varied and specific objectives of raising finance for its rolling stock, manufacture of wagons, executing infrastructure projects, managing containerization of rail traffic, catering and tourism, station development, utilise railway telecommunication network etc.

1.4 Integrated Finance Advice and Control

A fully integrated financial advice and control system exists both at Railway Board headed by the Financial Commissioner (Railways) and the Financial Advisers and Chief Accounts Officers (FA&CAOs) at the Zonal level. The Financial Heads are responsible for rendering advice and scrutinizing all proposals involving expenditure from the pubic exchequer.

1.5 Audit Planning

Broadly, the selection of the units for audit of the Railways is planned on the basis of a risk assessment with regard to the level of budgets planned, resources allocated and deployed, extent of compliance with internal controls, scope of delegation of powers, sensitivity and criticality of function/activity, external environment factors, etc. Previous audit findings, Public Accounts Committee (PAC)’s recommendations, media reports, where relevant, were also considered. Based on such risk assessment, test audit of 4,378 entities/units of the Railways was conducted during 2015-16.

The Audit Plan focused on selected issues of significant nature in terms of policy and its implementation inter-alia covering freight traffic, earnings, infrastructure development, passenger amenities, asset management, material management and safety works. Each study brings out important audit findings and conclusions followed by audit recommendations, which could help improve systems and strengthen internal control mechanism in railways.

1.6 Reporting

Audits of selected topics were conducted across the Zonal Railways reviewing relevant records and documents of the field units as well as that of Railway Board. Appropriate samples from the population were selected so as to adequately cover the issues under study. The audit findings were issued to the respective Zonal Managements for their response. Similarly, Audit Notes/Inspection Reports (IRs)/Special Letters arising out of regular audit of vouchers and tenders were issued to the Associated Finance and Head of the unit for obtaining their replies. Audit findings were either settled or further action for compliance was advised depending upon action taken. Important audit observations, not having been complied with, were followed up through Draft Paragraphs addressed to the General Managers of Zonal Railways with copies endorsed to the FA&CAOs and Heads of the Departments for reply within the prescribed period. Selected issues raised in these Draft Paragraphs were taken up as Provisional Paragraphs with the Ministry of Railways (Railway Board) for furnishing their reply within a period of six weeks (as prescribed by the PAC) before their inclusion in the Audit Report.


5

1.7 Response of the Ministry/Department to Provisional Paragraphs

A total of 165 Draft Paragraphs including reviews were issued to the General Managers of the concerned Zonal Railways up to January 2017. After considering the replies of Railway Administrations wherever received, 37 Provisional Paragraphs (including four Reviews covering all Zonal Railways) proposed for inclusion in the Audit Reports were forwarded to the Chairman Railway Board, Members concerned and the Financial Commissioner, Railway Board between 14 June 2016 to 6 January 2017. Of these 37, 35 Paragraphs have been included in this Audit Report. As on 28 February 2017, Railway Board's replies have been received in respect of eight Provisional Paragraphs and the same have been considered and duly incorporated in the relevant Paragraphs.

1.8 Audit observations issued, settled and outstanding

During the year 2015-16, based on the results of test audit, a total of 4,182 Audit observations involving financial irregularities of ` 11,568 crore were issued through Special letters, Part-I Audit Notes and Inspection Reports. Besides these, there was a carry forward of 8,584 audit observations pertaining to the previous years. A total of 4,323 Audit observations were settled during the year as Railway Administrations recovered/agreed to recover the amounts involved or had initiated corrective/remedial action. The balance 8,443 audit observations outstanding as on 31 March 2016 involved financial irregularities amounting to ` 28,083 crore.

1.9 Recoveries at the instance of Audit

Audit has pointed out the cases of undercharges in realization of freight and other earnings, over payments to staff and other agencies, non-recovery of dues of the Railways etc. amounting to ` 1,029.53 crore in the various Zonal Railways during the year 2015-16. An amount of ` 123.28 crore was accepted for recovery (` 80.27 crore recovered and ` 43.00 crore agreed to be recovered). Three Zonal Railways accounted for recoveries exceeding ` 10 crore each viz. South East Central Railway (` 28.41 crore), East Central Railway (` 14.36 crore) and South Central Railway (` 11.13 crore). Out of the total amount of ` 123.28 crore recovery accepted, an amount of ` 57.67 crore pertained to transactions that were already checked by Accounts Department of concerned Railways and ` 65.41 crore were other than those checked by Accounts Department. As a result of further review carried out by Accounts Department, another ` 0.18 crore were recovered/agreed to be recovered by the railways.

1.10 Remedial Actions

Railway Board initiated remedial action in response to audit observations issued in previous years by appropriate changes in freight tariffs and issue of instructions during 2015-16 for better and improved compliance. Some of the important cases are illustrated below:


6

Table 1.4 Para No./ Report No.

Audit observation Action Taken by the Ministry

Audit Para No.2.6 of Report No. 32 of 2011-12

Despite carrying of streams of traffic by longer route on a regular basis on Western Railway, no action was taken by the Railway Administration to rationalize the route.

Railway Administration has decided (May 2015) in principle to rationalize the route.

Audit Para No.3.3 of Report No. 32 of 2011-12

Railways' efforts in coordinating with State Government for successful completion of Road Over Bridge (ROB)/Road Under Bridge (RUB)s were inadequate. Railways needed to adopt and ensure a pro-completion approach by prioritization on planning and monitoring of Level Crossing (LC)/ROB/RUBs works and work towards a common agreed plan with the State Governments, so that closure of level crossings is achieved within an agreed time-frame.

Railway Board instructed the Zonal Railways in June 2015 to adopt remedial measures viz. insistence of advance action by the State Governments to acquire land where difficulties are anticipated, approval of site jointly in consultation with Railways, diversion of route to be worked out jointly, execute ROB/RUBs as single entity basis, sanction of ROB/RUBs work under NREGA and MPLAD funds etc.

Chapter 2- Distribution and Utilization of Safety Items in Indian Railways (Report No. 29 of 2015)

Railway Board's instructions for standardization of safety items and unification of PL numbers for uniform monitoring across the Zonal Railways were not adhered to.

In July 2015, Railway Board issued the list of safety items with unified PL number on pan-India basis under safety category. A revised/updated list of safety items was also issued in January 2016 to bring about uniformity among Zonal Railways in categorization of safety items being procured by the Railways. This would facilitate better co-ordination among the Zonal Railways with regard to procurement, distribution and utilization of safety items.

Audit Para No.3.4.16 of Report No.9 of 2002

Maintenance charges for the portion in excess of 7.5 meters were not raised in respect of 12 ROBs which were to be borne by the State Government at the rate of 2.5 per cent of the cost of the bridge.

Railway Board requested the Chief Secretary, Government of Maharashtra, Mumbai on 17 November 2015 for making necessary payment to Western Railway administration immediately.

Audit Para No.3.6 of Report No.25 of 2013

NFR Administration failed to inspect its land periodically, which resulted in unauthorized occupation of land valuing ` 12.75 crore (as of February 2012) by the District Administration, Bongaigoan.

Ministry of Railways issued instructions in June 2015 to all the Zonal Railways to protect railway land from encroachment.


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1.11 Paragraphs on which Action Taken Note received/pending

To ensure accountability of the Executive on all issues dealt with in the Report of the Comptroller and Auditor General of India, the PAC had decided (1982) that the concerned Ministries/Departments of the Government of India should furnish corrective/remedial Action Taken Note (ATNs) on all Paragraphs contained therein and had further desired in their Ninth Report (Eleventh Lok Sabha) presented to the Parliament on 22 April 1997 that henceforth corrective/remedial ATNs, duly vetted by Audit, on all Paragraphs included in the Reports be furnished within four months after the Report is laid on the Table of the Parliament.

The position of ATNs furnished by the Railway Board (as on 28 February 2017) on the Paragraphs included in the Reports of the Comptroller and Auditor General of India-Union Government (Railways) up to the year ended 31 March 2015 is given below:

Table 1.5

Year Total Paragraphs included in

the Reports

No. of Paragraphs on which

ATNs Finalized

No. of Paragraphs on which ATNs are pending

ATNs not

received

ATNs on which

comments sent to

Railway Board

ATNs finally vetted

ATNs under

verification by Audit

Total

2003-04 114 113 0 01 0 0 01 2005-06 138 134 0 02 02 0 04 2009-10 59 57 0 02 0 0 02 2010-11 34 28 0 02 02 02 06 2011-12 29 18 0 08 0 03 11 2012-13 30 12 0 11 02 05 18 2013-14 47 12 03 16 04 12 35 2014-15 44 05 14 12 02 11 39

Total 495 379 17 54 12 33 116

ATNs in respect of 17 Paragraphs relating to the Reports for the year 2013-14 and 2014-15 were not received within the prescribed period of four months. 54 ATNs received for vetting by Audit were returned with observations for further action. 12 ATNs, vetted by Audit, are yet to be finalized by Ministry of Railways. In 33 cases, the action stated to have been taken by the railways is under verification by Audit.


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Chapter 2 Traffic

The Traffic Department comprises four streams viz., Commercial, Traffic, Coaching and Catering & Tourism. The activities related to these streams are performed by the respective directorates headed by Additional Members/ Executive Director. At the Railway Board level, the Traffic Department is headed by Member Traffic.

The activities such as marketing, traffic development, improvements in quality of railway services provided to customers, regulation of passenger/ coaching/ freight tariffs, monitoring of collection, accountal and remittance of revenues from passenger/ freight traffic are managed by Commercial Directorate. The activities such as long-term and short-term planning of transportation services, management of day to day running of trains including their time table, ensuring availability of rolling stock to meet the expected demand and conditions for safe running of trains is managed by Traffic Directorate. The management of passenger and parcel services is done by Coaching Directorate and activities related to catering and tourism is managed by Catering & Tourism Directorate.

At the zonal level, the Traffic Department consists of two departments, viz., Operating and Commercial. These are headed by Chief Operations Manager (COM) and Chief Commercial Manager (CCM) respectively, who are under charge of General Manager of the concerned Zonal Railway. At the divisional level, the Operating and Commercial Departments are headed by Senior Divisional Operations Manager (Sr.DOM) and Senior Divisional Commercial Manager (Sr.DCM) respectively, who report to Divisional Railway Manager (DRM) of the concerned Division.

The total expenditure of the Traffic Department during the year 2015-16 was ` 10,451.73 crore. Total gross traffic receipt during the year was ` 1,64,333.51 crore2. During the year, apart from regular audit of vouchers and tenders etc., 1398 offices of the department including 942 stations were inspected by audit.

This chapter includes two reviews on specific themes covering all Zonal Railways. In the first review ‘Parcel Business in Indian Railways’, Audit assessed the management of parcel services and examined the adequacy of infrastructure and other institutional arrangements in place for bringing about improvement in parcel services. In the other review on ‘Container Trains Operation in Indian Railways’, Audit focused on the effectiveness of monitoring system and recovery of dues by container operators.

In addition, ten Audit Paragraphs highlighting irregularities such as, injudicious decision of preservation of railway line sections as heritage; non-preferring of bills of shunting charges; non-levy of detention charges; non-recovery of license fee; non-revision of interest and maintenance charges; improper utilisation of Higher Capacity Wagons etc., are also included. 2 Source: Year Book 2015-16


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2.1 Parcel Business in Indian Railways

2.1.1 Introduction

As per the Railways Act 1989, ‘Parcel’ is defined as goods entrusted to the Railway Administration for carriage by passenger or parcel train. Articles such as personal effects, general merchandise, perishables, scooters and motorcycles packed as per conditions prescribed by Railways are accepted as parcels for booking and carriage by Railways. Indian Railways carry different types of Parcel traffic in Passenger trains or in Special Bogies designed for the purpose such as Assistant Guard’s Cabin (AGC), Brake Vans (SLRs), Parcel Vans (VPs/VPUs/VPHs), Special Parcel Trains – leased or non-leased, BCN3 rakes for perishables traffic and Special Purpose Vehicles like Rail Milk Tanker, Refrigerated Vans etc. The traffic in AGC, SLRs and VPs is carried by Mail/Express and passenger trains. Parcel traffic is either leased or non-leased. Leased traffic in AGC, SLR and VPs is governed by the ‘Comprehensive Parcel Leasing Policy’ and leased traffic in parcel trains is governed by the policy on ‘Parcel Cargo Express Trains’. Non-leased parcel traffic is booked by Railways from Parcel Offices at Parcel depots of concerned stations on a day to day basis.

Organizational set up

The Departments and officials dealing with Parcel business in Indian Railways at various levels are as follows:

Audit scope and objectives

The study covered a three year period from 2013-14 to 2015-16 and was undertaken with an objective to assess the following:

3 BCN – Bogie Covered Wagon

Table 2.1 – Organizational Structure Level Directorate/

Departments Officials Responsibilities

Railway Board

Traffic Coaching Commercial

Member Traffic Policy making and issue of circulars and instructions for field offices

Zonal Railway

Operating Commercial

General Manager � Chief Operations Manager

(COM) � Chief Commercial Manager

(CCM)

Issue of Zonal level policies and implementation of policy and instructions of Railway Board.

Division Operating Commercial

Divisional Railway Manager � Senior Divisional Operations

Manager (Sr. DOM) � Senior Divisional Commercial

Manager (Sr. DCM)

Implementation of policy and instructions of Railway Board and Zonal Railway Headquarters.

Parcel depots/ Stations

Commercial Parcel Supervisor Booking of parcels following due procedures.


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1. Whether railways took adequate steps to put in place the infrastructure and other institutional arrangements including computerization, weighment facilities, security etc. for augmentation and improvement in parcel services?

2. Whether the parcel business was managed with focus on providing quality service to customers?

Audit methodology and sample

The areas studied included steps taken by Indian Railways for augmenting infrastructure and bring about improvement in parcel business as per goals identified in the Vision 2020 Document of the Ministry of Railways. The progress in implementation of computerization of parcel services through Parcel Management System (PMS) was also studied over all Zonal Railways. The process of booking and managing leased and non-lease parcel traffic was also studied to assess the efficiency and effectiveness of parcel services in selected parcel depots, Divisions and Zonal Headquarters of various Zonal Railways.

Records were examined at the Railway Board, Zonal/Divisional Headquarters and field offices relating to plan/policies framed by the IR and their implementation. Detailed examination of records was also done at selected Parcel depots in respect of traffic booked in AGC/Brake Vans, Parcel vans and Special Parcel Trains.

Entry Conferences were held at Zonal Railway level to discuss the audit scope, methodology and objectives. Exit Conferences were held at Zonal Railway level to discuss audit findings and recommendations. Audit findings and recommendations were also discussed in Exit Conference held at Railway Board on 16 February 2017. The response of the Railway Administration has been considered and duly incorporated in the review.

The sample for the study were selected on the basis of the following criteria: Table 2.2- Criteria for sample selection and sample selected for review

Details Criteria for selection of sample Sample selected

Parcel Depots

On the basis of Yearly Balance Sheet earnings for 2014-15 ` 10 crore and above - 2 parcel depots with maximum earnings ` 5 crore to ` 10 crore - 50 per cent s.t. maximum 2 ` 2 crore to ` 5 crore - 25 per cent s.t. maximum 2 ` 50 lakh to ` 2 crore - 15 per cent s.t. maximum 2 Below ` 50 lakh - 10 per cent s.t. maximum 2

156

Divisions Two Divisions per Zonal Railways 33 Outward parcel way bills (PWB)

For selected parcel depots - 10 April, 20 July, 1 October and 30 January each year (s.t. maximum of 100 PWBs per day)

Tenders Tenders floated during the review period for Parcel Special Trains/ VPs/VPUs/VPHXs/AGCs/SLRs - 100 per cent of selected Divisions

34

Lease contracts

Lease contracts awarded for operations of Parcel Special Trains / Parcel Cargo Trains - 100 per cent of

6


11

Details of Zonal Railway wise sample selected are given in Annexure 2.1.

Audit Criteria

Various aspects of parcel services in Indian Railways were reviewed with respect to the audit criteria which included the provisions prescribed in: i. Indian Railway Commercial Manual,

ii. Indian Railway Coaching Tariff, iii. Indian Railway Code for the Accounts Department, iv. Indian Railway Vision 2020 Document, v. Budget proposals of last six years (2010-11 onwards),

vi. Comprehensive Parcel Leasing Policy 2006 and 2014, vii. Railway Board orders on Computerisation of Parcel Management System

(PMS), and viii. Guidelines/instructions issued by Railway Board/Zonal Railways relating to

parcel traffic.

Audit findings

2.1.2 Growth of parcel business during 2013-14 to 2015-16

Presently, parcel business is considered as one of the non-core business in Indian Railways. Railway has assessed that Parcel business has a potentially huge market in India, as in parcel segment, there is heavy unmet demand. The data of parcel tonnage carried and parcel earnings of Zonal Railways during the past three years were as follows:

4 excluding ECR/ ECoR

Table 2.2- Criteria for sample selection and sample selected for review Details Criteria for selection of sample Sample

selected selected Divisions VPs/VPUs/VPHXs - For each year one train each with maximum trips starting from two different locations SLRs/AGCs - For each year one train each with maximum trips starting from three different locations Number of indents placed for parcel trains/parcel vans subsequently cancelled due to non-supply by Railways - 100 per cent Mango/Orange/Banana Traffic - 100 per cent

21 126 40 parcel depots 7 stations

Over carried parcels

Two terminating stations on each Zonal Railways with highest number of trains originating/terminating Detailed check of over carried parcels for the month of June and November 2015

32 stations

Parcel Complaints

Any 5 complaint cases lodged through from various means 704


12

Table 2.3 - Zonal Railway wise position of Tonnage (in Tonnes) and Earnings (` in crore) from parcel business

Zonal Railway 2013-14 2014-15 2015-16 Tonnage Earning Tonnage Earning Tonnage Earning

CR 612525 250.68 632717 296.24 542434 282.98 ER 401755 111.44 352967 120.19 332207 125.14 ECR 168135 28.85 147425 29.39 114828 23.77 ECoR 165480 39.08 143160 41.71 126470 40.01 NR 1820320 432.34 1835270 435.88 1972080 468.37 NCR 174358 32.67 178074 37.83 129328 39.58 NER 113161 19.62 95447 20.42 80222 19.43 NFR 232796 61.85 242894 77.33 288641 99.92 NWR 178970 58.08 171750 60.74 152560 67.66 SR 425223 152.42 408645 169.42 363443 163.77 SCR 390000 95.19 386000 104.93 374000 104.16 SER 326790 106.49 309190 122.50 289240 126.86 SECR 116880 23.36 115870 26.07 105940 27.29 SWR 201050 88.63 173350 88.46 189970 102.01 WR 663898 213.00 635036 235.71 573413 217.19 WCR 147050 25.68 131630 28.27 122780 29.48

Total 6138391 1739.38 5959425 1895.09 5757556 1937.62

Review of tonnage carried and earnings in various Zonal Railways showed that � There was decreasing trend in the tonnage of parcel business carried by

IR during 2013-14 to 2015-16. The parcel tonnage carried during 2015-16 was 6.2 per cent less than that carried during 2013-14.

� However, there was growth in terms of earnings during the period 2013-14 to 2015-16, mainly due to increase in freight tariff.

� Only in NR and NFR, the tonnage as well as earnings improved during the past three years.

� In ECR and NER, while there was a decline in tonnage carried by 32 and 29 per cent, the earnings also came down by 18 and 1 per cent respectively.

� In the remaining Zonal Railways, the tonnage carried decreased by 6 to 24 per cent, but the earnings increased by 2 to 21 per cent.

As can be seen, during 2013-14 to 2015-16 though the parcel earnings increased by 11.40 per cent, the tonnage carried in parcels declined by 6.2 per cent during the same period except in NR and NFR. This indicated that overall increase in earnings was due to increase in the tariff and not on account of increase in volume of parcel business.

The scheme for leasing SLRs for parcel traffic was introduced by Ministry of Railways in November 1991 with a view to maximize utilization of unutilized/ underutilized parcel space in Brake Vans (SLRs) of various Mail/Express trains. Railway Board introduced Comprehensive Leasing Policy5 stipulating detailed

5 Freight Marketing Circular 12 of 2006


13

guidelines for managing leased parcel. The Policy was later modified6 to make it more attractive, customer-friendly and simplifying rules. For every four SLRs/AGCs in a train, Zonal Railways were allowed to lease up to three SLRs/AGCs and at least keep one SLR/AGC for non-leased traffic. The total capacity available for leased traffic was almost three times the capacity kept for non-leased traffic as one part of the SLR is required to be kept for loading of passenger luggage perishables, newsprint etc. In February 2007, Railway Board issued detailed policy for leasing of Parcel Cargo Express trains/Parcel Special Trains to private operators. In June 2010, Railway Board revised the standard composition of rake of parcel special trains consisting of 20 Parcel Vans7 and one Brake Van8.

Review of earnings from leased and non-leased parcel over various Zonal Railways during the past three years was as follows:

Table 2.4 - Share of earnings from leased and non-leased parcel traffic in various Zonal Railways (` in crore)

Zonal Railways

Leased parcel traffic Non-leased parcel traffic 2013-14 2014-15 2015-16 2013-14 2014-15 2015-16

CR 132.61 92.05 118.13 118.07 204.19 164.88 ER 48.52 50.51 56.81 62.92 69.68 68.33 ECR 13.09 12.25 3.79 15.76 17.14 19.98 ECoR 5.03 4.23 3.26 34.05 37.49 36.74 NR 249.45 229.48 272.89 182.89 206.40 195.48 NCR 5.35 9.78 10.70 32.02 38.90 39.49 NER 9.27 9.01 7.95 11.61 12.36 13.92 NFR 0.55 1.20 3.43 23.14 23.18 96.48 NWR 38.39 40.98 45.44 22.27 22.73 25.12 SR 58.10 66.58 55.46 94.32 102.84 108.31 SCR 33.15 35.08 35.27 62.03 69.85 68.89 SER 49.02 46.78 56.02 57.47 75.72 70.85 SECR 5.86 6.96 6.99 17.50 19.11 20.30 SWR 49.24 45.26 54.42 39.39 43.20 47.59 WR 76.78 68.72 61.17 136.22 166.99 156.02 WCR 8.12 6.89 8.03 17.56 21.38 21.45 Total 782.53 725.76 799.76 927.22 1131.16 1153.83

It can be seen that the share of earnings from leased parcel which was 46 per cent of the total parcel earnings of Indian Railways in 2013-14, declined to 41 per cent in 2015-16. Considering that there has been a decline in parcel traffic carried by IR in tonnage terms, there is need to provide impetus to parcel business including leased parcel business.

6 Freight Marketing Circular 6 of 2014 7 VPHs/VPs/VPUs/VPHUXs 8 SLR


14

2.1.3 Infrastructure development as envisaged in Vision 2020 document

Indian Railways' 'Vision 2020' document tabled in Parliament (December 2009) by Ministry of Railways (Railway Board) projected that the revenue from parcel business would grow at a fast pace from ` 1644 crore in 2011-12 to ` 8000 crore in 2019-20, provided the following measures for improvement of parcel business were taken:

a. Parcel services to be managed as a separate business and run from dedicated terminals with separate parcel trains rather than from station platforms.

b. On major routes, parcel services to be run as efficiently and professionally as air cargo services. For this, dedicated parcel terminals were to be set up and time-tabled super-fast parcel services were to be run.

c. Partnerships to be formed with the private sector to provide end-to-end logistics, induction of adequate number of parcel vans (200 per annum as against 100 at that time) which would include refrigerated parcel vans to carry fruits, vegetables and perishables and special-purpose rolling stock to carry automobiles.

Audit reviewed the steps taken by Railway Board and various Zonal Railways as envisaged in the Vision 2020 Document and observed that

� Parcel Business was not separated from passenger services, � No private partnership were formed with private sector to provide end to

end logistics and no new parcel vans were inducted in partnership with private sector.

� Refrigerated parcel vans to carry fruits and perishables were not introduced by any of the Zonal Railways. In SR, refrigerated Parcel Van was introduced in November 2002. However, after the inaugural service, no such service was in operation. In SWR, a refrigerated parcel van was available and was being utilised for loading of chocolates from Vasco-da-Gama station.

� Railway Board issued in November 2014 policy on Special Parcel Train Operator (SPTO) scheme to encourage investment through Public Private Partnership mode for procurement of rolling stock (i.e. General service new designed Parcel Vans- Freight Stock or Special purpose Parcel Vans like Refrigerated Vans, Milk tankers etc. for a specific commodity) to be run as Special Parcel Train for time sensitive cargo to meet the future demand. It was observed that there were no such schemes in operation on any of the Zonal Railways even after two years of introducing the policy on SPTO.

� No special purpose rolling stock was introduced to carry automobiles in any of the Zonal Railways.

� No dedicated parcel terminals were set up in any of the Zonal Railways.

Ministry of Railways recognised that in parcel business, the main challenges were enhancement of carrying capacity (rolling stock and dedicated terminal


15

infrastructure) and re-positioning the parcel business as a separate service rather than a piggy-back service of passenger service. However, in order to achieve the targeted growth of parcel business, Railway Board and Zonal Railways did not take action to facilitate growth of parcel business in Indian Railways.

2.1.4 Computerisation of parcel services - Parcel Management System (PMS)

Computerisation of parcel business in metropolitan cities in Indian Railways was conceived as early as in 1999. In October 2002, Railway Board asked Centre for Railway Information system (CRIS) to prepare estimate for development of application software for management of parcel services in IR viz. Parcel Management System (PMS). It included ten modules viz. weighment/booking of parcel, outward shed operations, loading of parcels, movement of parcels, unloading of parcels, inward shed operations, tracking of parcels, online information of parcels on internet, booking of parcels on internet with street collection/delivery mechanism and MIS and accounting module. For this purpose, electronic weighbridges were to be installed for weighing of parcels. After weighment, the data was to be received by the system where the Parcel Way Bills were to be prepared. The system was to be devised to calculate all the parcel freight charges i.e. individual parcels, four tonne SLR space, complete front or rear SLR, full VP, round trip VP, booking of parcel train, long term leasing of SLR/VP/Parcel trains and internet based parcel services. A single window operation through universal counters was envisaged to eventually make booking of parcels for customers more user friendly and prompt and also reduce customer complaints. It was also expected to reduce the possibility of over carriage and misplacement of parcels in transit thereby reducing cases of claims. Railway Board at that time expected that parcel market in the country was of the order of ` 50,000 crore and Railways share in this entire business was miniscule.

In the Pilot Project seven stations viz. New Delhi, Delhi, Kanpur, Allahabad, Gaya, Howrah and Sealdah were identified for computerization of parcel services in 2005-06 at a total cost of ` two crore.

In May 2008, Railway Board sanctioned roll out of PMS which included commissioning of 220 stations in two phases. Phase I was to cover 77 stations which included 390 terminals and counters on four corridors viz. New Delhi-Mumbai Central, New Delhi-Chennai, Howrah-Mumbai Central and Howrah-Chennai, 16 Zonal Headquarters, 18 Traffic Accounts (TA) offices and all Divisional (68) Headquarters i.e. total 178 locations. Balance 143 stations were to be taken up in Phase II, which included 561 terminals and counters. Railway Board in August 2009 set out the target for completion of all India roll out of PMS as April 2010 and first phase was set to be completed by February 2010. Zonal Railways were instructed to prepare selected locations for installation of equipment. Zonal Railways were therefore required to complete civil and


16

electrical work at PMS nodes, procure furniture, ensure connectivity to all locations etc.

Up to March 2016, the capital expenditure incurred on Phase I was ` 15.23 crore and no capital expenditure was incurred on Phase II.

2.1.4.1 Implementation of Phase I and II of PMS

Review of progress of implementation of PMS (Phase I and Phase II) over all Zonal Railways was done. In Phase I, PMS was to be implemented at 77 stations of 11 Zonal Railways and was targeted for completion by February 2010. As on 31 March 2016, it was observed that

� The physical progress of the work of PMS Phase I was 100 per cent. However, PMS was implemented completely only on 299 stations on seven Zonal Railways. In addition, PMS was also implemented on three10 stations in ECR, though not planned in Phase I.

� PMS was partially implemented on remaining 4811 stations. � In five12 Zonal Railways, on 3313 stations the delay in completion ranged

between 32 and 72 months. � Reasons for delay included paucity of funds (ECoR) and non-availability of

clear site (NWR).

In Phase II, PMS was to be implemented at 143 locations of 13 Zonal Railways. These were targeted for completion in April 2010. As on 31 March 2016, it was observed that

� PMS was not yet implemented on any of the 143 stations in 1314 Zonal Railways.

� The delay in implementation ranged between three and 77 months up to March 2016.

� Reasons for delay included non-availability of clear site (NWR, NFR), non-finalization of plans and drawings (NFR), non-availability of line blocks (NFR), delay in submission of rate contract/purchase order by CRIS (ECR, WR) and non-availability of connectivity (SWR).

Annexure 2.2 a and 2.2 b

9 CR (Mumbai CST), ER (Howrah), ECR (Patna, Danapur, Mugalsarai), ECoR (Bhubaneswar, Khurdaroad, Puri, Cuttack,

Behrampur, Palasa, Jhajpur Keonjhar Road, Bhadrak (BHC), Vishakhapattanam, Viziaynagaram), NR(Nizamuddin, Delhi, New Delhi), SER (Tatanagar, Chakradharpur, Rourkela, Jharsaguda, Kharagpur, Balasore, Panskura, Mechada), WCR(Kota, Sawai madhopur, Bharatpur, Bhopal, Bina, Itarsi)

10 Patna, Mugalsarai and Danapur 11 CR(Dadar, Kalyan, Nasik Road, Manmad, Bhusawal, Akola, Nagpur, Ballarshah), NCR(Mathura, Agra, Gwalior, Jhansi),

SR(Chennai Central), SCR (Kazipeth, Vijayawada, Tenali, Gudur, Secunderabad, Hyderabad, Renigunta, Guntur, Warangal, Kachiguda, Samalkot, Rajahmundry, Tirupati, Kakinada Port, Gudivada, Elluru, Nanded, Aurangabad), SECR(Gondia, Rajnandagaon, Itwari, Raipur, Durg, Bilaspur, Raigarh), WR(Surat, Nagda, Ratlam, Vadodra, Valsad, Vapi, Borivali, Dadar, Bandra Ternimus, Mumbai Central)

12 CR, ECR, ECoR, SR and WR 13 CR(Mumbai CST, Dadar, Kalyan, Nasik Road, Manmad, Bhusawal, Akola, Nagpur, Ballarshah), ECR (Patna, Danapur,

Mugalsarai), ECoR (Bhubaneswar, Khurdaroad, Puri, Cuttack, Behrampur, Palasa, Jhajpur Keonjhar Road, Bhadrak (BHC), Vishakhapattanam, Viziaynagaram), SR(Chennai central), WR(Surat, Nagda, Ratlam, Vadodra, Valsad, Vapi, Borivali, Dadar, Bandra Ternimus, Mumbai Central)

14 CR, ER, ECR, NR, NCR, NER, NFR, NWR, SR, SCR, SWR, WR and WCR


17

2.1.4.2 Deficiencies in implementation of PMS

Audit reviewed records of all the 22315 PMS stations which were planned for implementation in Phase I and Phase II to study the implementation. Of the 223 stations selected in audit, PMS was fully implemented on 32 stations only. In 48 stations PMS was partially implemented and in 143 stations, PMS was yet to be implemented. It was observed that � In CR, deficiencies such as non-generation of money receipt, non-

utilisation of Freight Service & Ledger Account (FSLA) Module, non-inclusion of octroi charges in PMS, non-provision of Bar Code Printers, poor connectivity of Global Positioning System (GPS), maintenance of manual records and non-integration of weighing machine with PMS were noticed at Mumbai CST Parcel depot.

� In SR, wharfage/demurrage charges were not computed in PMS. Carrying capacity of VPs/VPUs was not displayed in PMS. The system had no monitoring mechanism for watching over-carried parcels/parcels unloaded short of destination. The daily reports did not indicate the train number and the scale in which it was booked and hence, the correctness of freight could not be verified.

� In NR, over carried parcels statement did not indicate scale and weight. Forwarding Note was not linked with PMS and were being filled manually. Balance sheet and loading summary were also prepared manually.

� In WR, deficiencies such as non-generation of money receipt and non-display of train number in daily report were noticed at Mumbai Central Parcel Depot.

� In ECR, PMS was not fully functional at Rajender Nagar Patna and only outward Parcel Way bills were being generated.

� In NER, NWR and SWR also, PMS was not fully functional.

Further, as PMS was not implemented fully, some of the functions which could have been done through the application were being done manually and there were deficiencies in their implementation. These are discussed below: � As per provisions of comprehensive leasing policy16, if the lease holders who

are required to deposit lump sum lease freight one day in advance from the nominated day of loading fails to do so, a five per cent surcharge on lumpsum leased freight would be levied. Test check of 27 tenders brought out that there were 711 cases over nine17 Zonal Railways at 16 selected parcel depots, where surcharges amounting to ` 8.16 lakh were not levied and collected.

� In cases where the existing lease holder, who was running lease contract up to the earlier destination, was prepared to take the lease for the extended run of train, railway may consider the same and increase the lump sum lease

15 Additional 3 stations of ECR as intimated by PDA/ECR in review report. 16 Para 12.1 and 12.2 of the FM Circular 6 of 2014, effective from 15.4.2014 17 CR-` 4231, ECR-` 6421, NR-` 468944, NCR-` 3295, NER- ` 52778, NFR-` 16827, NWR-` 212537, SR-10742, SECR-`

54193


18

freight on pro-rata basis for the extra distance. In five cases in three Zonal Railways (NR, NWR and WR), the lease charges were revised late leading to loss of revenue of ` 8.30 lakh.

� As per Railway Board’s extant instructions, all originating Zonal Railways are required to re-assess and re-classify the services of the different trains as per the methodology referred from time to time. On the basis of the percentage utilization of brake vans (SLRs) for a period of 12 months i.e. from 1st April to 31st March, Zonal Railways are required to do a review and issue the notification by 20th May to facilitate implementation of revised rates with effect from 1st June every year. Test check showed delay in implementation of re-classification of 11 trains on three Zonal Railways (CR, WCR and SCR) leading to loss of revenue of ` 2.34 lakh.

� As per laid down rules18, demurrage charges are to be levied for detention to rolling stock after the expiry of the free time allowed for loading/ unloading. In case of detention of individual Wagon/ Van/ SLR resulting in detention of the entire Rake, demurrage was to be charged on the entire Rake. Test check showed that demurrage charges of ` 1.92 lakh in eight19 Zonal Railways and wharfage charges of ` 2.00 lakh in ten20 Zonal Railways were short levied/not collected.

� A test check of 72174 outward parcel way bills of 16 Zonal Railways for 12 days21 during the review period was done at selected parcel depots in all Zonal Railways to assess the correctness of the charging of general parcels on the basis of class, rate, distance, weight etc. It was observed that the parcel freight collected in 488 cases was not as per the provisions prescribed by Railway Board from time to time in respect of class, rate etc. resulting in short collection of ` 1.22 lakh over 13 Zonal22 Railways.

Thus, there were substantial delays in completion of Phase I (32 to 72 months) and Phase II (3 to 77 months) up to March 2016. Where implemented, many shortcomings/deficiencies were noticed as many processes were not implemented fully. This led to dependence on manual procedures which was susceptible to inaccuracies and errors.

2.1.5 Safety and security at Parcel Offices

Railway Board introduced in September 2008 installation of Integrated Security System (ISS) comprising CCTV System, Access Control, Personal and Baggage Screening System, and Explosive detection. Amongst the various locations of a railway station covered under ISS, parcel business areas were also covered23.

18 Para 103(15) of IRCM Vol. I (1992 edition) 19 CR- 200, ER- ` 17850, NR- `1800, NCR- ` 5300, NFR- `41024, SR- `9750, SWR- ` 102521, WCR- ` 14157 20 ER- ` 37980, ECR-` 913, NR- ` 16092, NCR-` 23566, NFR- ` 6272, NWR-` 9457, SR- ` 528, SCR- ` 3841, SECR-` 776,

WCR- ` 267 21 10 April, 20 July, 1 October and 30 January each year (s.t. maximum of 100 PWBs per day) 22 CR-`3313, ER-`705, ECoR- `11021,NR- `3309,NCR- `19085,NER-` 2134, NFR- `68544, NWR- `3181, SR- `450, SCR-`4071, SECR- `1846, SWR-`3915, WCR-`1032 23 Para 7.12 of Ministry of Railways Nineteenth Report (2013) on Passenger Amenities and Passenger Safety in Indian Railways


19

Review of safety and security features in place on 156 selected Parcel Depots over all Zonal Railways showed that � In CR, ER ECR, ECoR, NR, NCR, NWR, SCR and SECR, CCTV cameras,

scanners and explosive detection mechanism were not deployed exclusively in the parcel office area.

� In NCR NER, NFR and WCR, no mechanism existed for screening of contents of the parcels booked at parcel depots.

� In SR and WR, various tools of security monitoring system such as Personnel and Baggage (including Parcels) Screening Systems (Door Frame Metal Detectors, X-ray parcel scanners), Internet protocol based CCTV Surveillance system etc. were not in operation for parcel traffic.

� In SCR, no mechanism existed to check the parcels loaded in the leased VPs /SLRs to ensure the safety and security of the trains, though agreement restricted carrying of inflammables, dangerous and other restricted goods.

� In SWR, there was no mechanism for screening of parcel contents. This lacuna provided an opportunity for booking of prohibited articles in leased parcels.

� In SR, there has been regular booking of fresh and soiled currency notes by parcel vans (VPU/VPH) at various parcel depots by various banks. The position was reviewed at major Parcel Depots (Chennai Central, Chennai Egmore, Thiruvananthapuram Central, Madurai, Salem and Coimbatore) and it was observed that the provisions24 for booking of currency notes were not followed by the Parcel Depots. Meanwhile, an incident of tampering of VPH carrying soiled currency notes was noticed on 09 August 2016 at Chennai Egmore Parcel Depot. The records available with SR Administration were examined and it was observed that the consignment was declared as soiled currency. However, the value of the currency notes was not declared. No claim was preferred by the consignee as the booking was under owner’s risk. Such incidents reflects on the weaknesses of the security in the parcel operations.

� In SR, a leasing contract to operate one VPH in Train No.16031/16032 Andaman Express MAS-JAT and back (tri-weekly) on round trip basis for a period of three years from 08 January 2014 to 07 January 2017 was awarded to M/s Jugnu Jayant, New Delhi at the lump-sum lease freight of ` 4.34 lakh per trip for a total value of ` 20.33 crore. As per clause 11.13 to 11.15 of the agreement, inflammable materials were not allowed to be loaded in the leased parcel vans. On 21 April 2014, smoke was observed in the VPH No. SR 99838 attached to Train No. 16032 UP Andaman Express from Jammu Tawi to Chennai. It was noticed that Li-ion battery, which was prone to short circuit and explosion, was loaded in the VPH. The train was stopped and the said VPH was detached. Most of the contents in the VPH were burnt. As per the findings of the Accident Review Committee, (i) mobile Li – Ion battery, which was prone to explosion/short circuit was

24 Para 1101 to 1130 of Indian Railway Commercial Manual – Volume I


20

transported in the said VPH, and (ii) items such as bidi butts left behind in the VPH by the loaders at NDLS was the reason for short circuit causing fire. The Committee fixed (October 2014) the responsibility on leaseholder, M/s Jugnu Jayant/New Delhi for loading hazardous/ explosive/ inflammable articles against the contractual conditions. During the meeting of CSOs and DRMs held on 23 April 2014 at NDLS, RB ordered to recover the cost of damage of ` 1.32 crore from the lease-holder. The lease-holder stopped loading VPH from 23 October 2014 claiming self ill-health as the reason. Even after a lapse of more than two years from the receipt of the report, SR administration neither has taken penal action nor recovered the cost of damages of ` 1.32 crore from the lease-holder so far. Further, no action has been taken to terminate the contract and to enter into fresh contract. Thus, non-enforcing of contract conditions and failure to ensure safety had resulted in loss of potential revenue of ` 13.17 crore (` 4.34 lakh per round trip x 303 round trips) during the period from 23 October 2014 to 30 October 2016 besides loss of ` 1.32 crore due to fire damage.

Thus, existing measures for security monitoring and screening of the parcels were not adequate and needed to be strengthened.

2.1.6 Leased parcel business

IR carry parcel traffic in Brake Vans25/Parcel Vans26. SLRs have the capacity of 4 or 5 tonnes, whereas Parcel Vans have a capacity of 23 tonne (VPH) and 18 tonne (VPU). IR introduced the scheme for leasing of SLRs for parcel traffic in November 1991 with the objective to utilize the parcel space in Brake Vans (SLRs) of various Mail/Express train. Comprehensive Parcel Leasing Policy was issued in 200627 for leasing of parcel space in AGCs, SLRs and Parcel Vans. In 2014, the policy was modified28 to make it more attractive, customer-friendly and with rules simplified.

Similarly, Railway Board issued in February 2007 detailed policy for leasing of Parcel Cargo Express trains/Parcel Special Trains to private operators. In June 2010 the standard rake composition of Parcel Special Trains was revised as 20 parcel vans29 and one brake van.

In November 2014, Railway Board issued policy on Special Parcel Train Operator (SPTO) scheme to encourage investment through Public Private Partnership mode for procurement of rolling stock (i.e. General service new designed Parcel Vans- Freight Stock or Special purpose Parcel Vans like Refrigerated Vans, Milk tankers etc. for a specific commodity) to be run as Special Parcel Train for time sensitive cargo to meet the future demand.

25 SLRs 26 VPUs/VPs/VPHs 27 Freight Marketing Circular no. 12 of 2006 28 Freight Marketing Circular 6 of 2014 29 VPHs/VPs/VPUs/VPHUXs etc.


21

2.1.6.1 Carrying capacity for leased parcel traffic

White paper on IR (February 2015) stated that in parcel segment there was heavy unmet demand for which expansion of railway network was necessary. The position of holding of Parcel Vans in Indian Railways during the period of review was as follows:

Table 2.5 As on Holding of parcel vans (in numbers) 31 March 2014 1899 31 March 2015 1945 31 March 2016 1984

It was seen that there was a net increase of only 85 Parcel Vans of various kinds in Indian Railways during 2013-14 to 2015-16 and the carrying capacity added in terms of tonnage was only 1530 tonnes (on the basis of 18 tonnes per VPU). The overall carrying capacity for 1984 Parcel Vans was 35712 tonnes as on 31 March 2016. As regards, availability of carrying capacity in terms of Brake Vans over the past three years, it was seen that 387 SLRs were allotted/added after 2013-14, which added a capacity of 1548 tonne (@ 4 tonner per SLR) for luggage and parcel traffic during this period. The number of Parcel Vans of various types inducted in ten Zonal Railways were 60030. The availability of carrying capacity in terms of Parcel Vans over the past three years for Indian Railways as a whole and Zonal Railway-wise breakup as well as indents pending was as follows:

30 CR – 94, ECoR – 9, NR – 201, NER – 68, NFR – 8, SR – 60, SCR – 26, SECR – 5, SWR – 69, WR - 60

Table 2.6 – Zonal Railway-wise position of parcel vans Zonal

Railway

As on 31 March 2014 As on 31 March 2015 As on 31 March 2016 Holding Indents

Pending Holding Indents

Pending Holding Indents

Pending CR 343 0 360 0 363 0 ER 126 0 145 0 155 0 ECR 31 0 31 0 31 0 ECoR 14 107 14 125 14 111 NR 388 6879 360 5568 329 6556 NCR 12 292 12 379 11 234 NER 74 73 74 79 118 82 NFR 13 0 13 0 13 0 NWR 28 25 28 47 28 87 SR 249 472 252 426 270 0 SCR 168 0 185 0 184 0 SER 119 0 119 0 119 0 SECR 11 49 11 27 11 128 SWR 138 417 141 284 150 118 WR 170 NMA 185 NMA 173 NMA WCR 15 0 15 0 15 0

Total 1899 8314 1945 6935 1984 7316


22

It was observed that

� 8314, 6935 and 7316 indents for Parcel Vans were pending from various parties as on 31 March 2014, 31 March 2015 and 31 March 2016 respectively. The number of indents pending in NR was significantly high.

� Only three Zonal Railways (ECoR-391, NWR-159 and SWR-36) requested Railway Board for allotment of more Parcel vans since 2010-11.

Thus, the demand of Parcel Vans from the parties exceeded the available capacity of various Zonal Railways.

Regarding audit observations on inadequate capacity being added in terms of AGC/SLR/VPUs, Railway Board during Exit Conference, stated (February 2017) that capacity is not a constraint, as adequate capacity is available with the Railways. Railway Board further stated that the area of concern is utilization of available existing capacity. As regards outstanding indents Railway Board stated that it takes two to three days to make available VPUs at selected stations and indents outstanding would be seasonal phenomenon. They further stated that specific response to the cases mentioned by audit would be given in due course after reply from Zonal Railways is received.

2.1.6.2 Provisions and rates for leased Parcel Traffic carried through Parcel Vans

The Comprehensive Parcel Leasing Policy laid down rules and provisions for booking of leased parcel traffic through Parcel trains, parcel vans and SLRs. The policy allows for leasing out of Parcel vans on long term contracts, on round trip basis and by inviting bids through open tenders. The reserve price for leasing of Parcel Vans on round trip basis has been fixed at 1.5 times of the single journey freight at Scale R and P for trains notified under R and P/S category respectively. Further, for carrying parcel traffic on leased basis, the parties have to submit application in prescribed form for registration as lease holder by paying registration fee of minimum ` 25000 to ` one lakh (for Categories C to A). A copy of audited balance sheet is also to be submitted along with Service Tax registration number etc. The Divisional/Zonal office then verifies the relevant documents within a period of one month from the date of application. If the documents are found incorrect, the applicant would not be eligible for being registered as lease holder. The registration is required separately to be done for all divisions, where the applicant wishes to book parcel and is valid for five years. The registration of the applicants can be cancelled as a punitive measure due to repeated overloading, repeated failure to start loading, attempt to deliberately defraud railways or repeated violation of existing stipulations and the entire registration fee of the applicant is forfeited, registration cancelled from all locations and he is debarred from fresh registration for a period of five years. However, once registered a party can participate in all the tenders floated for leasing of available capacity in the division/Zonal Railways for the category for which he is registered.


23

In addition to non-refundable registration fee, earnest money of ` 1 lakh for SLR and ` 4 lakh for VP and security deposit (SD)/performance guarantee (PG) of ` 1 lakh for SLR and ` 4 lakh for VP are required to be deposited by the bidder as per the Comprehensive Parcel Leasing Policy. Similarly, for Parcel Cargo Express Train (PCET), earnest money of ` 10 lakh and SD/PG of amount equivalent to three round trip/single trip for up to five trips per month and for above five trips per month, amount equivalent to five round/single trip is required to be deposited by the bidder, as per the policy.

Further, laid down rules in respect of payment of compensation claims stipulate that, ‘unless the consignor declares the value of the consignments and pays the percentage charge on excess value as per rules, the maximum amount of excess liability of the railways shall not exceed the amount calculated at the rate of ` 50 per kg’.

The above rules for booking of parcel traffic were not found to be customer friendly as discussed below:

� Leasing of parcel space is admissible to only those who are registered with IR Divisions for this purpose. The rationale of this requirement is not understandable. Those who are not registered can also be allowed to bid subject to payment of Earnest Money Deposit. If non-registered bidder win the bid, their compliance to terms and conditions of lease can be enforced through relevant agreement and security deposit. Registration as a pre-condition only adds to the complexity of process and discourages potential bidders. During Exit Conference, Railway Board stated (February 2017) that registration is done to discourage non-serious bidders, who not only outbid others, but also do not carry traffic as per the contract. Audit stated that customer unfriendly rules make the probable customer move to road sector and unless the rules are made customer friendly, it would be difficult to compete with road sector as not only they provide end to end services, they also provided services at competitive rates. A comparison of parcel rates for carrying 100 kgs for 100 kms by rail and road was done for a few pairs of origin and destination stations. It was seen that the rates for road were higher than rail, in some cases as given below and road was a cheaper mode of transport:

Table 2.7- Comparison of Railway Parcel Rate (Scale P) with Road Transport for distance of 100 km for 100 kg ZR From To Shortest

distance (kms)

Truck freight rate (`)

Parcel Rate for 100 kgs for 100 kms Train Rate @ 'P' Scale

in `

Truck Rate in `

Month & Year

Authority

CR Pune New Delhi

1596 5000 per

tonne

55.86 31.33 Jul-16 Road rates obtained from Lease Holder at Pune.

ER Kolkata Chennai 1648 2813 per

tonne

55.86 17.07 Dec-16 Truck rates between Indian cities displayed at www.infobanc.com/ logtruck.htm


24

� The Railway procedure requiring registration to enable interested parties to participate in the bids for leasing of parcel space are restrictive and not in the spirit of the objective of railway administration of receiving competitively higher priced bids for this leasing activity. Rules require separate registration for each division, which makes the process cumbersome for interested parties involving procedural and financial commitment without any assurance of a leased contract.

� The leasing of parcel space in SLRs/AGCs on a day-to-day basis is also permissible to only registered lease holders.

� If the registration of the applicant is cancelled as a punitive measure, all his leasing contracts from the divisions are also cancelled.

� The rule regarding allowing leased parcel traffic in VPUs on round trip basis at 1.5 times of the single journey freight is also a deterrent as a customer may not have necessary parcel traffic to carry both ways. During Exit Conference, Railway Board stated (February 2017) that if they allow one way leasing their SLR/VPUs will run empty in the return journey. They want genuine operators, therefore, they allowed leasing of SLR VPUs in both ways. Audit however, felt that the provision was not customer friendly.

� As regards, rules regarding compensation claims, railways have a limited liability towards loss or damage to booked goods. The rate prescribed was fixed in 1999, and has not been revised since. During the years 2015-16, IR paid an amount of ` 25 lakh to customers in 2891 claims cases (which works out to ` 865 per claim case). The value of the goods transported between 1999 and 2016 have risen manifold due to inflation. Consequently, unless the consignor pays additional charges, the risk of loss or damage is completely on him instead of railways. Thus, there is a need to revise these rates periodically, in order to adequately compensate the customer in case of loss/damage.

Thus, IR need to consider further simplification of procedure/rules governing booking of leased parcel traffic and make them customer friendly.

During Exit Conference, Railway Board stated (February 2017) that they have delegated powers to GMs, Zonal Railways wherein to attract parcel traffic, they can reduce rates and change conditions for booking of parcel traffic with the concurrence of associated finance.

Table 2.7- Comparison of Railway Parcel Rate (Scale P) with Road Transport for distance of 100 km for 100 kg ZR From To Shortest

distance (kms)

Truck freight rate (`)

Parcel Rate for 100 kgs for 100 kms Train Rate @ 'P' Scale

in `

Truck Rate in `

Month & Year

Authority

WR Ahmedabad Howrah 2087 5000 per

tonne

55.86 23.96 Dec-16 Rates intimated by Railway administration


25

2.1.6.3 Inadequate response for leasing parcel space

(a) Brake Van (AGCs/SLRs) lease contracts

The response to the tenders floated for lease of AGCs/SLRs was poor from cargo movers in all the Zonal Railways as seen from the below:

Table 2.8 - Offers received against AGCs/SLRs offered for leasing Zonal

Railway No. of AGC/SLR

offered for leasing

No. of offers received for

AGC/SLR from parties

Percentage of offers received

Number of allotments made

for SLR/AGC

CR 1355 412 30.41 172 ER 864 378 43.75 159 ECR 325 19 5.85 19 ECoR 1302 94 7.23 48 NR 1380 1708 123.77 541 NCR 314 57 18.15 39 NER 910 94 10.33 37 NFR 241 49 20.33 20 NWR 934 178 19.06 144 SR 803 281 34.99 119 SCR 3825 342 8.94 114 SER 604 94 21.83 94 SECR 342 59 17.25 36 SWR 585 90 15.38 81 WCR 239 50 20.92 47 WR 3170 348 1097 255

Total 17193 4253 24.74 1925

As can be seen, � The patronage for leased parcel space in Brake Vans was less than 50 per

cent in most of the Zonal Railways except in NR where it was 124 per cent. The reasons for poor patronage were high reserve price, delay in finalisation of tenders and large number of procedural requirements for leased parcel traffic etc.

� Further, as against the offers received, the number of allotments made was only 45 per cent.

� In six31 Zonal Railways, less than 50 per cent of the total trains running were offered for SLR lease during the period of review.

Annexure 2.3

(b) Parcel Vans/Parcel Trains lease contracts

Similarly, the response to the tenders floated for lease of Parcel Vans/Parcel Trains was also poor from cargo movers in many Zonal Railways as seen from the below: 31 ECR (18 per cent for 2014-15), NR (26 per cent to 43 per cent during 2014-15 and 2015-16), NCR (42 per cent to 47 per cent during 2014-15 and 2015-16), NFR (1 per cent to 30 per cent), SR (26per cent for 2014-15) and WCR (32 per cent for 2014-15)


26

Table 2.9 - Offers received against Parcel Vans/Parcel trains offered for leasing Zonal

Railway No. of Parcel

Vans/Parcel trains offered for leasing

No. of offers received for Parcel Vans/Parcel trains

from parties

Percentage of offers received

Number of allotments made for Parcel

Vans/Parcel trains

CR 28 10 39.29 4 ER 21 83 395.24 13 ECR 0 0 - 0 ECoR 8 19 261.25 2 NR 0 0 - 0 NCR 4 1 25.00 1 NER 1 2 200.00 1 NFR 2 2 100.00 2 NWR 28 15 53.57 5 SR 39 47 120.51 20 SCR 104 31 29.81 06 SER 27 8 29.62 7 SECR 3 5 166.67 2 SWR 4 4 100 4 WCR 54 8 14.81 8 WR 42 21 50 18

Total 365 266 72.88 93 As can be seen, � As against the offers received, the number of allotments made was only 35

per cent. � No offer was received in respect of 227 (CR-18, NCR-3, NWR-1, SR-13, SCR-73,

SER-19, SECR-21, WCR-46 and WR-21) VPs/Parcel Trains offered for leasing by seven zones.

� While offers received were far less than space offered on lease, railways did not allot Parcel Vans in 65 per cent of cases. As such, leasing space in Parcel Vans remained unutilized.

Thus, response for booking of leased parcel traffic through AGCs/SLRs/Parcel Vans/Parcel trains was inadequate. Despite the fact that CCMs of Zonal Railways were given additional powers in 2014 to modify some of the conditions of prospective lease contracts, which were in the spirit of maximization of revenue, there was no significant improvement in the response for lease traffic in SLRs.

Review of various lease contracts of Parcel Trains/Parcel vans/SLRs revealed deficiencies in tender finalization and operational arrangements. Some of these cases are discussed below:

� In CR, tender for leasing of space in Parcel Express Train between Kalyan and New Guwahati on single trip basis for three years32 was floated on 24 June 2014. Offer from M/s Esquire Express & Courier Services, Howrah for ` 36.56

32 Composition of Parcel train - 20 VPs + 1 Brake van


27

lakh per trip for 576 trips with total earnings of ` 210.58 crore and from M/s Gati Kintetsu Express Pvt. Ltd. for ` 35.24 lakh per trip for 576 trips with earnings of ` 202.98 crore were received. CR Administration accepted the highest offer. Letter of acceptance was issued on 12 November 2014. However, M/s Esquire did not commence loading, ultimately leading to termination of the contract on 26 December 2014. It was observed that while finalising the tender, tender committee did not take into account the CCM/ER’s letter of July 2014 intimating all ZRs, cancellation of registration of M/s Esquire Express & Courier Services, Howrah due to default in four contracts of licensing. By taking into consideration the past performance of the highest bidder, CR Administration could have awarded the contract to the next highest bidder i.e. M/s Gati Kintetsu Express Pvt. Ltd. for a total contract offer value of ` 202.98 crore and earned a revenue of ` 88.10 crore for the period from 11 December 2014 to 31 March 2016.

� In ECoR, a tender was floated in August 2015 for leasing of parcel vans of two trains (18507/08, 12807/08) on round trip basis. In response, three offers were received for train No. 18507/18508 (tri-weekly) for leasing of parcel van from Visakhapatnam to Amritsar. Out of the three tenderers, the highest bidder was not a registered lease holder at the time of offering his bid. The other two tenderers were registered lease holders in Category A. Tender Committee while examining tender notification observed that the Tender Notice issued was contrary to the instructions contained in Comprehensive Parcel Leasing Policy of 2014, as it invited all the interested parties to participate in the tender process without specifically mentioning that only registered lease holders could participate in the tender. Hence, the Tender was discharged on 5 January 2016. Owing to the flawed tender notification, the Parcel Van of Train No. 18507/08 could not be awarded to the eligible second highest bidder, who quoted a price of ` 3.07 lakh per trip, and railways lost an opportunity to earn ` 1.56 crore33.

� In ECoR, a tender was floated in October 2014 for leasing of SLRs in 45 trains. In response, two offers were received for SLR in two trains (18507 ex Vishakhapatnam - Amritsar and 18573 ex Vishakhapatnam- Bhagat Ki Kothi). The tender for leasing of SLRs was awarded in March 2015 to the lone bidder for each train, at quoted price of ` 36,890 per trip (two trips in a week) for train No.18507 and ` 19,500 per trip (once in a week) for train No. 18573 for a period of three years. The party was to commence the lease by 17 April 2015. The party requested Sr.DCM/Waltair to permit extension of 15 days due to demise of his grandfather. Sr.DCM/Waltair granted the extension of 15 days with instructions that the party may execute the agreement and commence the lease on or before 02 May 2015. The tenderer approached Sr.DCM/Waltair for execution of agreement on 05 May 2015 stating that he could not come to execute the agreement on 02, 03 and 04 May 2015 being holidays. Condonation of delay beyond 15 days was referred to the higher

33 For 51 round trips between 04.12.2015 to 31.03.2016


28

competent authority, CCM/FS/ECoR. After a lapse of about eight months, CCM/FS/ECoR instructed Sr. DCM/Waltair in January 2016 to include these two trains in fresh tender by forfeiting the EMD as the party failed to execute the agreement. As such, despite poor response to the tender (only five offers were received for leasing of 45 trains), fresh tender was called for. As a result of delay in taking decision, the lease could not materialize and railways lost an opportunity to earn ` 43.84 lakh34.

� SR awarded a Parcel Cargo Express Train contract to Central Railside Warehouse Company Ltd. (CRWC) from Chalakudi to Moga at a rate of ` 41.12 lakh per round trip for a period of three years35. Lessee was to operate 156 trips on every Wednesday from Chalakudi and every Thursday from Moga. After operating 18 round trips up to 11 February 2015, CRWC withdrew (September 2015) the contract citing the reasons like delayed placement of rakes, long transit time etc. As per time tabled path, the transit time from Chalakudi to Moga was 95 hours and 45 minutes. It was observed that in all the 18 trips, there were delays in transit to the destination ranging from 37 to 157 hours. Thus, failure of Railway Administration in ensuring availability of satisfactory operational arrangements for running of Parcel Cargo Express Train resulted in loss of potential earnings of ` 55.52 crore36.

� As per rules (FM Circular 03 of 2008), 50 per cent concession is granted in the freight to orange, mango and banana traffic when booked and transported in rakes consisting of BCN/BCNA/BCX wagons and freight is charged at parcel rates under Scale P minus 50 per cent. The freight is realized for the actual number of wagons supplied subject to minimum freight at concessional rates for 38 wagons. In CR, 17 rakes of BCN wagons and three rakes of VPUs were booked from Savda, Nimbhora and Raver during 2013-14. Similarly, 93 rakes of VPU were booked from Savda and Raver during 2014-15. However, in 2015-16 no banana traffic was loaded from these three stations. Banana traffic in parcels which was ` 8.17 crore in 2012-13, ` 3.48 crore in 2013-14 and ` 12.58 crore in 2014-15 from these stations came down to zero in 2015-16. Reasons as gathered from CR administration were failure of crops, delay in delivery at destination station, market conditions, demand for concession in VPU rakes as admissible for loading of Banana in BCN/BCNA/BCX wagons rakes i.e. 50 per cent concession in Scale ‘P’. Farmers/ traders also had complaints in respect of enroute weighbridge at Jhansi where re-weighment was done.

� In NCR, a lease contract was awarded for round trip of Parcel Vans of train number 13007/08 (Kanpur Central - Howrah-Kanpur Central). Contractor commenced loading from 16 March 2013. However, due to non-permission for loading of raw material from platform at Howrah, declaration of VP as sick after loading of VP and lack of cooperation from ER Administration,

34 ` 9,16,500 in respect of train No. 18573 for 47 trips and ` 34,67,660 in respect of train number 18507 for 94 trips during the period from 05.05.2015 to 31.03.2016. 35 from 15.10.2014 to 14.10.2017 36 156 trips (-) 19+2 trips = 135 trips x `41.13 lakh


29

contractor moved to the High Court, Kolkata on 19 April 2013. The contractor vide letters dated 27 May 2013, 14 June 2013, 11 July 2013, 2 September 2013 and 14 October 2013 requested Railway Administration for supply of VP for commencement of loading of round trip VP. However, NC Railway Administration neither terminated the contract nor provided VPs for loading till 14 Ocotber 2013. The loading resumed from 15 Ocotber 2013 after a lapse of 171 days. Thus, indecisive action of Railway administration towards operation of leased VPs resulted in loss of revenue of ` 2.37 crore.

� In NWR, a tender was invited in September 2014 for leasing of PCET from Khori to Royapuram comprising 20 VPs and one Brake Van, on round trip basis, for three years, with minimum of two trips in a month. The reserve price was fixed as ` 34.85 lakh per round trip. The tender was opened on 01 October 2014 and only one offer was received. In its offer, party quoted the rates equivalent to the reserve price, with a condition that the party should be allowed and provided rakes for three trips in a week. Letter of acceptance was issued to the party on 03 January 2015. Minimum two trips per month were to be conducted for three years. Railway Administration, however, failed to provide time-table for the train and the party requested the Senior DCM/NWR, Jaipur on 09 October 2015 to refund the earnest money of ` 10 lakh. The contract was cancelled and the earnest money was refunded to the party in March 2016. Thus, Railway Administration failed to tap the revenue of ` 34.85 lakh per round trip for three years for its inaction in supply of rakes and fixing time table for the same. This resulted in loss of opportunity to earn ` 10.45 crore during January 2015 to March 2016.

� SER Administration enhanced the Parcel Rate in respect of three trains viz., 58017 (Kharagpur-Asansol), 58025 (Kharagpur-Hatia) and 58603 (Kharagpur-Dhanbad) from Scale S to R. Due to increase in rate, the traffic shifted from railway to road. There was a sharp fall of 36.58 per cent in weight carried and 24.65 per cent in earning during June 2015 to October 2015 in comparison to June 2014 to October 2014. The earning for the period reduced by ` 0.63 crore. Scrutiny of Audit revealed that upgradation of parcel rate was done erroneously. Finally, SER Administration upgraded the scale from R to S in March 2016.

Therefore, while on one hand railways could not provide adequate space for booking of non-leased indented parcel traffic as against demand, it lost opportunity for earning parcel revenue from leased traffic, since the services were not customer friendly and there were delays/deficiencies in their decision making. The rules were not customer friendly could also be seen from the fact that the term and conditions were very strict and rigid.

2.1.6.4 Delays in finalization of lease contracts

As per laid down provisions37, Division/Zonal Railways should take timely action

37 Para 8.2 of the Comprehensive Parcel Leasing Policy


30

to call for fresh tenders for parcel leasing contract at least two/three38 months before the expiry of the existing parcels leasing contract. During the review of 131 tenders processed over various Zonal Railways in 33 selected divisions, it was observed that that the Divisions could not finalize lease contracts within the prescribed period of two/three months and there were delays from one day to 240 days39 in finalization of lease contracts in respect of 795 trains.

Delay in finalization of tenders not only resulted in loss of parcel earnings of ` 80.55 crore over 16 Zonal40 Railways, it also gave an indication to the parties, that Railways were not keen on timely finalization of contracts and providing services to them, thereby resulting in loss of potential goodwill.

Annexure 2.4

During the Exit Conference, Railway Board stated (February 2017) stated that they have started e-tendering for leasing out space in SLR on pilot basis in Delhi which will improve the time taken for finalization of contracts.

2.1.6.5 Delays due to non-receipt of clearance from destination Zonal Railways

As per rules41, in all cases of leasing of parcel space of the parcel vans, before inviting tenders the Zonal Railway (owning/destination Zonal Railway) who intends to lease out parcel vans, must obtain prior consent and operational clearance (NOC) from the Zonal Railway of the other end. The operational clearance/NOC should be issued by the concerned Zonal Railway within a period of 15 days.

Lease contracts for running of 100 VPs/VPUs/VPHs were awarded during the period of review by inviting tenders on round trip basis with operational clearance from destination Zonal Railways. It was observed that due to delays in obtaining/receiving clearances from destination Zonal Railways, the lease contract could not be awarded on time in 32 trains in five Zonal Railways and Railways lost the opportunity for booking leased parcel for 2 to 753 days resulting in loss of potential earnings.

� Due to non-receipt of operation clearance from ER, NFR, SER and ECR for running of VPs, CR could not award lease contract for running of VPs on round trip basis during January to September 2013 and had lost potential earnings of ` 4.85 crore in five cases.

� In July 2013, SER sought operational clearance from CR for running of VP in weekly Train No. 22893/22894 Howrah-Sainagar Shirdi. STM (Cog) in July

38 FM Circular of 2006 and 2014 respectively 39 CR-4 to 48, ER-5 to 167, ECR-2 to 148, ECoR-5 to 55, NR-1 to 240, NCR-3 to 37, NER-2 to 58, NFR-8 to 124, NWR-1 to

73, SR-7 to 102, SCR-1 to 74, SER-3 to 222, SECR-8 to 88, SWR-28 to 35, WR-1 to 90, WCR-1 to 82 40 CR-` 0.33 cr, ER-` 10.03 cr, ECR-` 0.39 cr, ECoR- ` 0.48 cr, NR-` 15.11 cr, NCR-` 0.25 cr, NER-` 0.71 cr, NFR-` 0.91cr,

NWR-` 2.15 cr, SR-` 19.77 cr, SCR- ` 3.41 cr, SER- ` 15.20 cr, SECR- ` 1.23 cr, SWR-` 0.34 cr, WR- ` 8.62 cr, WCR-` 1.60 cr

41 Para 50.1 of FM Circular 6 of 2014


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2013 intimated CCM (FS) that attachment of VPH in this train was not feasible due to lack of infrastructure for handling of parcels. DCM/Solapur, however, stated that the facility is available at Sainagar Shirdi for loading/unloading of VPs. CR Administration in July 2016 stated that the NOC was not issued so far. Thus, SER lost opportunity to book leased parcel traffic and lost potential earnings of ` 2.72 crore. CR also did not take action to bring about improvement in the infrastructure facility at Sainagar Shirdi station for facilitating traffic in future.

� On ER, loss of parcel earnings due to delay in operational clearance from ECR, NR, NCR, NFR, NWR, WR was assessed as ` 16.74 crore.

� In NER, loss of parcel earnings due to delay in operational clearance from SER was ` 0.95 crore.

� In WR, loss of parcel earnings due to delay in operational clearance from NR was ` 0.69 crore.

Annexure 2.5

Operational clearance was an internal matter of Railway Administration and delay in grant of the same in above cases showed poor customer services and resultant loss of potential earnings. Besides loss of parcel earnings, casual approach towards internal processes may lead to loss of potential goodwill.

2.1.6.6 Cancellation of indents of Parcel Vans by parties due to non-supply by the railways Records of Zonal Railways at 3642 selected parcel depots for one month each during the three years of review period where maximum number of cancellation of indents were on account of non-supply of VPs by Railway Administration were reviewed. It was observed that � During 2013-14 to 2015-16, 1451 indents for Parcel Vans (1421 for single

VPU and 30 for Parcel special train) were cancelled due to non-supply by Railway Administration in 1343 Zonal Railways.

� In ER, at Sealdah and Howrah Parcel depots, 402 indents for VPs were cancelled by the ER Administration during April 2014, as there was imposition of restriction by NFR for movement of VPs for the destination stations.

� In case of short supply of VPU /VPH, detailed reasons for non/short supply duly certified by the Gazetted Officer were to be recorded on Parcel Way Bills44. It was seen that none of the Zonal Railways recorded reasons for non-supply/short supply of Parcel Vans to parties.

42 CR-5 (3 for VP- Lokmanya Tilak Terminus, Wadi bunder, Pune (different location for different year) and 2 for PST-

Kalyan, New Delhi and one for PST-Tughlakabad) , NCR-2(Agra Fort, Kapur Central), NER-2 (Gonda, Kashipur), NFR-2 (VP-Katihar, New Jalpaiguri), NWR-2(Jaipur, Jodhpur), SR-3-Thiruvananthapuram Central, Chennai Egmore, Coimbatore (different location for different year), SCR-2(Secunderabad, Vijaywada), SER-2 (Shalimar, Ranchi), SECR-2(Bilaspur, Itwari), SWR-3(Two for Vasco, Bangluru and one for PST-Vasco), WR-2 (Palanpur, Vapi), WCR-2(Jabalpur, Shamgarh).

43 CR-170 (144 VP + 26 PST), ER-402, ECoR-4, NR-703(702+1), NCR-19, NER-6, NFR-2, SR-51, SCR-36 ,SER-43, SWR-7(6+1), WR-7 (5+2), WCR-1

44 Para 2.3 of FM Circular 17 of 2010


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� In CR, at Taloje Panchnand, 19 Parcel Special Train indents were cancelled by the parties during 2013-14 to 2015-16 due to non-supply of VPs by the Railway Administration within 10 days. Railways lost potential parcel earnings of ` 4.41 crore, and lost the traffic to other modes of transport.

� In CR, during 12/05/16 to 24/07/2016 it was observed that one VPH (23 tonne capacity) was running empty from Lokmanya Tilak Terminus to Shalimar along with train No. 18029. This resulted in loss of potential earnings of ` 49.29 lakh45.

� Test check of 40 Parcel Depots/stations for three months during the period of review revealed that the loss of potential parcel earnings due to cancellation of indents by the indenting parties on Railways' account in 1246 Zonal Railways was ` 14.56 crore.

Annexure 2.6 Cancellation of indents for VPs due to non-supply by Railway Administration, not only results in loss of potential earnings to Railways, but also diversion of the traffic to other modes of transport.

As per laid down rules47, before commencing to load goods into wagons, care should be taken to see that wagons are suitable for the traffic to be loaded. For indents placed for the supply of Parcel Vans by the parties at Parcel depots, it is the responsibility of the Railway Administration to supply fit Parcel Vans duly checked by Carriage & Wagon staff for loading by the indenter. Test check of records of Zonal Railways for the period of review revealed that 24 parcel vans (CR-10, ER-13 and NR-1) were declared sick after loading and remained idle for a period ranging between one to 15 days. In these cases, the cargo was transferred and loaded to another Parcel van after one to four days, thereby delaying the time to reach the destination.

Declaring wagons/parcel vans sick after being loaded has an impact on the services provided to the parties and can impact the continuation of services in future. Railways also lost an opportunity to earn ` 22.25 lakh (CR- ` 18.27 lakh and NR- ` 3.98 lakh) in these cases.

2.1.7 Weighment arrangements, overloading and punitive charges - Parcels Vans, AGC/SLRs

Weighment of parcel/freight carried by the railways, is a necessary control measure to ensure that no overloading over and above the permissible weight takes place and railway tracks remain safe for operations. Weighment is also necessary to ensure that revenue due to the railways is received and there is no leakage of revenue.

45 `1,69,894 per trip x 29 empty trips 46 CR-` 7.97 crore, ECoR-`0.07 crore, NR-` 3.83 crore, NCR-`0.23 crore, NER-.`0.11 crore, NFR-`0.02 crore, SR-`0.69 crore, SCR-`0.55 crore, SER-`0.45 crore, SWR-`0.25 crore,WR-`0.38 crore, WCR-`0.01 crore 47 Para 1506 (3) of Indian Railway Commercial Manual Vol. II


33

2.1.7.1 Weighment of leased parcel traffic at originating stations

The originating stations are required to weigh at least 20 per cent of the total leased parcel traffic on a daily basis in such a manner that the entire leased traffic, originating from a station, is weighed in rotation. Records of such weighment should be maintained in Weighment Registers in the Parcel depots. Review of records pertaining to weighment of leased parcel traffic in 156 selected depots showed that � Weighment Registers were not maintained at 3648 out of 156 selected parcel

depots of ten Zonal Railways. � Weighment of 20 per cent of outward leased parcel traffic as prescribed by

Railway Board was not being done by any of the Zonal Railway except ECR at the parcel depots test checked.

� During the review period, leased parcel traffic was never weighed at 3949 originating stations over 1250 Zonal Railways. In CR, no VPs were weighed at Pune.

� The reasons for non weighment of parcel traffic were shortage of staff and non-availability of separate weighing machine (ECoR, NR, WR), lack of sufficient time for weighment (ECoR and SER) and non-working of in-motion weighbridge at Tughlakabad (NR) and inadequate infrastructure and no order of competent authority for weighment of loaded SLR (SER).

Annexure 2.7

2.1.7.2 Weighment of outward leased parcel traffic enroute/ at destination

(a) Weighment of Parcels Vans

Parcel vans attached to certain Mail/Express/Passenger trains of different capacities are leased to private parties for arranging parcel traffic. Loading and unloading thereof is done by their own staff. Railway Board in July 2009 advised Zonal Railways that all weighbridges installed/commissioned under Indian Railways can be utilized for weighment of parcel vans duly modifying software in the system. It was further instructed that JPO may be issued by CME, CCM and COM by August 2009 so as to implement the procedure early. Railway Board, reiterated51 the instructions to the Zonal Railways and advised them to issue Joint Procedure Order (JPO) and confirm the same to Railway Board.

Records of enroute weighment of Parcel Vans and weighment advices received at zonal/ divisional headquarters were reviewed and it was observed that: 48 CR-4 (Chatrapati Shivaji Terminus, Lokmanya Tilak terminus, Wadibunder, PA),ECoR-3 (Vishakhapatnam, Bhubaneshwar, Puri), NCR-3 (Jhansi, Mathura, Gwalior), NER- 5 (Lucknow, Gorakhpur, Kathgodam, Chhapara, Allahabad City), NFR-3 (Katihar, New Jalpaiguri, Guwahati), NWR-3 (Ajmer, Jaipur, Udaipur), SR- 6(Chennai Egmore, Thiruvananthapuram Central, Madurai, Ppmdocjerry, Mettupalayam, Kanniyakumari), SER-4 (Abada/Sankrail, Kharagpur, Santracachi, Hatia), SWR-2 (KSR Bangaluri, Hubli), WCR-3 (Katni, Rewa, Kota) 49 CR-1(Lokmanya Tilak Terminus), ECoR-3(Vishakhaptnam, Bhubaneswar, Puri), NR-1(Firozpur), NCR-3 (Jhanshi,Gwalior, Mathura Junction), NER- 5 (Luknow NE, Gorakhpur, Kathgodam, Chhapra, Allahabad City), NFR-3 (Katihar, New Jalpaiguri, Guwahati), NWR-5 (Sri Ganganagar, Udaipur, Ajmer, Jaipur, Bhiwani), SR- 9 (Chennai Central, Irinjalakuda, Aluwaye, Alleppey, Kanniyakumari, Mettupalayam, Pondicherry, Thiruvananthapuram Central), SCR-2 (Renigunta, Tirupati), SER-4 (Abada/Sankrail, Khargpur, Santragachi, Hatia), SECR-1 (Bilaspur), SWR-2 (Yashwantpur, KSR Bengluru) 50 CR, ECoR, NR, NCR, NER, NFR, NWR, SR, SCR, SER, SECR, SWR 51 In reply to Para 2.1 of Report No 26 of 2014


34

� JPOs as directed by Railway Board in July 2009 for utilisation of all weighbridges installed/commissioned in Indian Railways for weighment of parcel vans duly executing some software modification in the system were not found on record in any of the Zonal Railways.

� During the period of review, out of 45850 Parcel Vans booked from selected parcel depots, only 9128 were weighed enroute. 36722 Parcel Vans (80 per cent) were not weighed enroute. Enroute weighment advices were also not received in these cases.

� Out of 5135 Parcel Vans booked from CR and SR during the period of review, overloading was detected on every occasion of test weighment done (CR-3, SR-14) enroute.

� If all leased Parcel Vans booked during the period of review were checked for overloading, on a proportionate basis, railways would have earned by way of additional revenue and penalties ` 91.98 crore at selected locations in three zones52.

Such large scale non-weighment of Parcel vans not only results in leakage of revenue in terms of penalty and charges for tonnage carried over and above the allowed capacity, it enhances the risk of overloading and damage to rolling stock and tracks affecting safe operations of passenger trains.

Annexure 2.8

(b) Weighment of AGC/SLRs

Records of enroute weighment of AGC/SLRs and weighment advices received at zonal/divisional headquarters of Zonal railways were reviewed and it was observed that:

� During the period of review, out of 562907 AGC/SLRs booked from selected parcel depots, only 40752 were weighed enroute and 522155 AGC/SLRs i.e. 93 per cent AGC/SLRs were not weighed enroute.

� In respect of AGC/SLRs booked from selected locations of four Zonal Railways53, overloading was detected in most of the cases weighed enroute.

� In five Zonal Railways (ER, NER, SER, NFR and WCR), no AGCs/SLRs were weighed enroute.

� If all leased AGCs/SLRs booked during the period of review were checked for overloading, on a proportionate basis, railway would have earned by way of additional revenue and penalties of ` 475.62 crore at selected locations in four zones54.

� The details of defaulters in respect of whom the overloading has been

52 CR- 2.85 cr, NR-0.07 cr and SR- 89.07 cr 53 CR - 73 out of 74 weighed, ECoR-6 out of 6, SR - 67 out of 67 and WR - 4 out of 4 54 CR- ` 329.59 crore, ECoR- ` 0.88 crore, SR- ` 139.19 crore and WR- ` 5.96 crore


35

noticed/detected are also required to be sent to the Parcel Depots so that they can watch and stop after 4th default. However, such particulars were not being received by Parcel Depots from any enroute or destination station.

Annexure 2.9

(c) Joint inspection of two Inward trains

Joint inspection of two inward trains (SLRs or AGC) at terminating stations of Zonal Railways was conducted by audit along with Chief Commercial Inspectors/Travelling Inspectors of Accounts during August 2016 to October 2016. � During the re-weighment of the SLR/ AGC (inward) of 32 trains over all

Zonal Railways, overloading was detected in five trains in five55 Zonal Railways and an amount of ` 1.80 lakh56 was recovered as a penalty for overloading in excess of permissible carrying capacity.

� Penalty of ` 5000/- each was recovered in SECR and NWR Railway for excess packages found against the declaration in manifesto.

� It was also observed that in few cases number of packages found during the joint inspection were less than the packages declared in manifesto. Reasons for the same were not on record.

� In WR, during joint inspection in presence of representative of the contractor of parcel loaded in Assistant Guard Cabin of train No. 12926 at Bandra Terminus on 14 September 2016, overloading was detected on re-weighment.

Annexure 2.10

2.1.7.3 Punitive charges due to overloading of leased parcels

Para 27.4 of Comprehensive Parcel Leasing Policy of 2014 stipulates that if weight of parcels exceeds the permissible carrying capacity of any coaching vehicle viz. VPs/SLRs/AGCs, punitive charges shall be recovered from the consignor/leaseholder. The punitive charges would include normal lumpsum leased freight for weight in excess of permissible carrying capacity of vehicle plus punitive charges equivalent to six times the freight at Scale – R for entire excess weight from origin to destination irrespective of the point where such over loading was detected, and a penalty of ` 10,000/- per vehicle. In addition to above penalty, Railway will terminate the contract after 4th default by forfeiting ‘Security/Performance deposit’. Division where such excess weight was detected would communicate to the lease allotting division/railway, which in turn will take necessary action like termination of lease, cancellation of registration etc.

During test check of records relating to recovery of punitive charges for overloading of leased parcels at 156 selected parcel depots, it was observed that:

55 NR, NFR, NWR, SECR and WR 56 NR- ` 33450, NFR- ` 23560, SECR- ` 38572 WR- ` 84000


36

� In NCR, in Agra Division overloading was detected in SLR – I and II of train No. 13168. However, penalty of `10,000/- for overloading for only one vehicle was recovered whereas penalty of `10,000/- for other vehicle and normal lump sum leased freight for weight in excess of permissible CC of vehicle plus punitive charges equivalent to six times the freight at Scale – R for entire excess weight amounting to ` 3.06 lakh were not recovered. The joint inspection of two leased SLRs of two trains i.e. No. 14152 (FSLRII) and 12034 (FSLR) on 29.08.2016 at Kanpur Central revealed that number of packets declared in manifest were more than the actual number of packets loaded. Descriptions of parcels were not included in manifest and columns of description were filled as Bundels.

� In NER, at selected depots no records regarding penalty imposed for overloading were maintained.

� In NFR, in four cases of overloading, punitive charges of ` 1.22 lakh were charged less. Similarly, contracts were not terminated on detection of overloading for 4 times in Train No. 13147-AGC, 15 times in Train No. 13147-FSLR and 4 times in Train No 15721-AGC.

� In SECR, outward leased SLR/AGC/VPUs were not weighed regularly.

� On CR, a lease contract for loading of four tonne R-SLR by train No. 12101 was awarded for ` 30,093/- per trip for a period of three years from 05 February 2013 to 04 February 2016. Overloading of 3125 kgs was detected (1st default) at Nagpur on 04 December 2013. In contravention of the clause 27.4 (iii) of Parcel Leasing Policy 2006, Railway Administration terminated the contract on 10 January 2014 after 1st default. Party went in Arbitration and the sole Arbitrator passed the award on 10 December 2014 and party started loading again from 06 January 2015. During the period of termination of contract from 10 January 2014 to 06 January 2015, SLR (4 tonnne) moved empty resulting in loss of earnings of ` 62.59 lakh (` 30,093 x 52 x 4 trips per week).

� In ER, in case of leased VP of train No. 13049/50, instance of fourth overloading was noticed during the contractual period. In all the four instances, punitive charges for excess weight were recovered. However, the contract was not terminated till 31 March 2016.

Thus, adequate weighment arrangements were not made/ensured by the railways for weighment of leased parcel traffic. On the other hand, rules were framed for termination of contracts after fourth default of overloading. These were however not a deterrent as weighment was not being done as a regular measure to check overloading despite laid down norms. Railways need to ensure provision of weighment facilities for parcel traffic for weighment of parcel traffic, rather than waiting for the fourth default to terminate the contract.


37

Railway Board during the Exit Conference stated (February 2017) that instructions were given to weigh 20 per cent of the outward leased parcel traffic by all Zonal Railways. Audit pointed out that the same were not being followed in most of the Zonal Railways. They further stated that practically, it was not possible to weigh all leased parcel traffic due to constraints such as staff and space. Audit, however, stated that Railway should provide adequate weighment facilities and ensure weighment instead of not weighing the leased traffic and then terminating the contract after fourth default of overloading.

2.1.8 Other issues

2.1.8.1 Over carried parcels

As per rules57, Guard/ Assistant Guard of the train is required to check the entries in the parcel summary with the packages and that the way bills have been received. On reaching the destination, the Guard should hand over all summaries duly signed together with a covering memo to the Station Master. Rules58 further stipulate that 'when parcels are over-carried on the home line, the Station Master of the station to which the parcels have been so over-carried will book them back to the correct destination under a free parcel way-bill, which will be accounted for in the books of outward and inward stations and in returns submitted to the Traffic Accounts Office in the same manner as other waybills. However, parcels over-carried from other railways should be rebooked to destination 'To pay' at the ordinary tariff rates, the outstanding being cleared through a certified overcharge sheet. Provisions59 also exist for supervision of loading of parcels in the order of delivery in various enroute stations and also for correct unloading of parcels at the destination stations. Indiscriminate loading without observing the geographical order leads to difficulties for intermediate stations to locate and unload parcels booked to those stations within the limited stoppage time of the train.

Test check of records of over carried parcels for two months (June 2015 and November 2015) maintained at 3260 selected stations revealed that

� Over-carried Parcel Registers were not being maintained properly on any of the Zonal Railways showing details of scale, weight, charges, consignee etc. Only number of packages, originating station and destination station were mentioned.

� In the two months test checked, railways had to carry, 13565 over carried parcels back to their original destinations, which involved financial implication of ` 0.96 crore in sixteen61 Zonal Railways.

57 Para 940 and 942 of Indian Railway Commercial Manual (IRCM), Volume I 58 Para 972 of IRCM Volume I 59 Para 935 to 939 of Indian Railway Commercial Manual (IRCM) Volume I 60 Two parcel depots selected per Zonal Railway 61 CR-` 11.68 lakh, ER-` 13.04 lakh, ECR- `2.55 lakh, ECoR-`14.81 lakh, NR-`6.59 lakh, NCR-`0.63 lakh, NER- ` 5.15 lakh, NFR-`5.42 lakh, NWR- ` 5.00 lakh, SR- `4.06 lakh, SCR- `1.93 lakh, SER- ` 1.96 lakh, SECR- `10.05 lakh, SWR- ` 2.94 lakh, WR- ` 9.19 lakh ` WCR-` 1.28 lakh


38

� No parcel way bills were prepared in any of the Zonal Railways for return journey of over carried parcels to actual destination stations on home lines. Packages were simply loaded in concerned trains after making entries in the Registers at Parcel depots.

� In respect of parcels over carried over foreign Railways, no rebooking was being done in any of the Zonal Railway. Packages were re-sent to their destinations after loading in concerned trains without preparation of Parcel Way Bills.

� Over-carried parcels were not re-weighed at any of the selected parcel depots.

� Over-carrying of parcels at parcel office was attributed to indiscriminate and haphazard loading at different stations, insufficient stoppage at concerned destination stations, placement of longest distance parcel at the doors of SLRs/AGCs/VPs i.e. failure to load parcels in the order of delivery, shortage of parcel staff at parcel offices, platforms being on the opposite side to sealed/padlocked doors of SLRs/AGCs/VP etc.

� Further, during test check of over carried parcels at few selected locations, peculiar cases of over carried parcels were noticed as follows.

a. In CR, one packet originally booked from Pune to Howrah vide PW Bill No. 440689 was over carried to Mumbai CST on 09/06/2015 by Train No. 16340.

b. In CR, one packet originally booked from Firozpur to Chennai vide PW Bill No. 458282 was over carried to Mumbai CST on 10/06/2015 by Train No. 12138.

c. In CR, one carton originally booked from Raipur to New Delhi vide PW Bill No. 551935 was over carried to Mumbai CST on 04/11/2015 by Train No. 11058.

d. In CR, one Motor Cycle originally booked from Firozpur to Tata vide PW Bill 342160 was over carried to Mumbai CST on 11/11/2015 by Train No. 12138.

e. In SR, a motor cycle booked from Habibganj to Agra Cantonment was wrongly loaded in Train No.12644 (NZM-TVC) and over-carried up to Thiruvananthapuram Central involving an additional distance of 5652 kms.

f. In SR, in another case, parcels booked from Kanpur Central to Nagpur in T. No. 12511 (Gorakhpur- Thiruvananthapuram Central) were not unloaded at Nagpur and over carried up to Thiruvananthapuram involving additional distance of 4000 kms.

g. In WR, two packets booked from Bandra Terminus to Kota vide PW Bill No. 2000619209 were over carried to Bandra Terminus on 2 June 2015


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by Train No. 22934.

h. In WR, eleven packets booked from Bandra Terminus to Gorakhpur vide PW Bill No. 2000636241 were over carried to Bandra Terminus on 10 June 2015.

i. In WR, one packet booked from Hyderabad Deccan to Mathura Jn. vide PW Bill No. 20000486969 was over carried to Nizamuddin/ Bandra Terminus on 07 June 2015.

The journey of ten cases each, of over carried parcels in every Zonal Railway was traced from their origin to the final destination and 160 cases of over carried parcels were checked in 16 Zonal Railways. It was observed that these 160 parcels were over carried for the distance ranging between 53 and 3832 kms before they reached their destination up to one month after the due date of delivery.

Annexure 2.11

Instances of over carriage of parcels beyond their intended destinations were noticed in a significant number of cases. This results in hardship to the customers and creates operational problems to the Railway Administration. Such over-carried consignments not only results in additional handling of parcels, loss of freight, but also reflects on the quality of services being provided by Railways to the customers. It also results in occupation of precious space in AGC/SLR which could be utilised for transportation of genuine traffic.

2.1.8.2 Analysis of complaints regarding parcel business

1028 complaints62 in respect of parcel business were lodged by users during April 2016 to August 2016 through various means over all Zonal Railways. Analysis of 70 out of these complaints over all Zonal Railways63 revealed that

� 58 cases have been closed and 12 are under enquiry (October 2016).

� Parcels were delivered after a delay of 1 to 94 days (One case - 46 days in NR, one case-12 days in NCR, 5 cases-24 to 61 days in NFR, five cases - 27 to 94 days in WR).

� In SWR, departmental action was being taken by fixing responsibility/ accountability on Staff/ Officers concerned.

� No time limit for attending to and disposal of complaints had been fixed.

� In NR, complainants were not given proper attention as seen from the repeated complaints. Reasons for complaints were such as late arrival of parcels not properly informed to customers, motorcycle not sent to destination even after three days of booking, parcel of the one party dispatched by two different trains, missing parcel, etc.

62 Facebook and twitter - 787, sms-125, web-112, app-4 63 excluding ECR and ECoR


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� In ECR, no complaint redressal mechanism was available at Muzaffarpur Parcel Depot.

Annexure 2.12

Railways need to improve the quality of services being provided to their customers, so that complaints are minimized.

2.1.9 Conclusion

Indian Railways recognised the need to augment its parcel business and re-position it as a separate line of business rather than an extension of its passenger transportation services. However, they did not undertake adequate steps to put in place the infrastructure and other institutional arrangements for improvement in parcel services. Consequently, Parcel Services continued to be non-core activity without any specific emphasis on augmentation and improvement in capacity of infrastructure or quality of service. Computerization of parcel services was started in 2005-06, but was yet to be completed on a large number of locations. Adequate measures for security monitoring and screening of the parcels were not available as seen at the selected parcel depots. Adequate weighment arrangements were not made/ensured by the railways for weighment of leased parcel traffic. On the other hand, rules were framed for termination of contracts after fourth default of overloading. These were, however, not a deterrent as weighment was not being done as a regular measure to check overloading despite laid down norms. Response for booking of leased parcel traffic through SLRs as well as Parcel vans was inadequate. While offers received were far less than space offered on lease, railways did not allot Parcel Vans in 65 per cent of cases. As such, leasing space remained grossly unutilized. Leased traffic services suffered from lack of customer friendliness and from maladies like delays/deficiencies in their decision making relating the internal processes of the IR. For leasing of parcel space, delay of up to 240 days in finalization of tenders by Zonal Railways was noticed. Customers had to cancel indents for VPs due to non-supply by Railway Administration and in many cases parcel vans were declared sick after being loaded. There were also delays in granting operational clearance due to which railways could not finalise lease agreements.

For non-leased traffic, Zonal Railways carried parcels beyond their intended destinations in a significant number of cases. In the two months test checked, railways carried 13565 over carried parcels back to their original destinations. Over carriage of parcels also took away space in AGC/SLR which could be utilised for transportation of parcel traffic. This resulted in hardships to the customers and created operational problems to the Railway Administration. This also reflected on the quality of services being provided to the customers.


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2.1.10 Recommendations

It is recommended that

1. Parcel Management System may be implemented over all identified and required locations in a time bound manner, so as to derive its full benefits.

2. Infrastructure requirements for augmentation and improvement in parcel services may be identified and developed so as to re-position the parcel business as a separate service.

3. In order to bring about improvement in leased parcel traffic, the quality of services provided to the leaseholders may be improved in terms of timely finalisation of contracts, minimizing operational delays, providing flexibility to the customers and offer rates which are competitive in comparison to road. Adequate weighment arrangements may also be ensured for weighment of leased parcel traffic.

4. Railways may explore using services of professional firms for providing solutions for end-to-end services to customers to compete with road.

5. Quality of services provided to customers carrying non-leased traffic may be improved by reducing over carriage of parcels.

6. Existing measures for security monitoring and screening of the parcels may be strengthened.

7. Railways systems and procedures need to be re-tuned. Present spirit of IR treating itself benefactor and customers as beneficiaries should give way to IR treating itself as service provider and customer as the reason for their existence.

2.2 Container Train Operations in Indian Railways

2.2.1 Introduction

Indian Railways (IR), is one of the largest transportation and logistics networks of the world. As of March 2016, IR ran 23,024 trains (passenger and goods) daily throughout its network of 66,687 route kilometres connecting areas across the length and breadth of the country. During 2015-16, IR carried nearly 3.03 million tonnes of freight traffic and 22.21 million passengers everyday.

By mid 1990s, IR revolutionized their loading performance by introducing speedier bulk movement. During the same time, IR established Container Corporation of India Ltd. (CONCOR) to cater to small and piecemeal traffic through containerized service. Both these initiatives led to higher growth and better services in cargo and piecemeal traffic.

CONCOR remains under IR’s control, but has since outsourced lot of its activities to private sector during its expansion. The main objective of setting up of CONCOR was to carry piecemeal traffic, which the Indian Railways had lost to road traffic due to shift in its policy to carry only bulk traffic in rake loads.


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A policy to allow operators other than CONCOR, to carry container traffic was announced in 1994. However, the policy did not clearly bring out the role of CONCOR vis-à-vis new operators and the guidelines were found to be restrictive in implementation. Minister for Railways (MR), in his budget speech on 26th February, 2005 announced that the Ministry of Railways (MoR) and the Government of India would permit private operators to run container trains. At the time of this announcement, all container train operations on IR network were being carried out solely by CONCOR.

New Container Train Operation Policy

CONCOR was enjoying monopoly with captive traffic and strategic long term advantage, but Ministry of Railways decided to open up container business to other private players and announced (February, 2006) it’s Container Trains Operation Policy, wherein it allowed private operators to obtain licences for operating container trains on IR network.

Minister for Railways while announcing the opening of the sector to new players stated in the Parliament that with the globalization of the Indian economy and spurt in imports and exports, the container traffic is expected to grow exponentially and growth was assessed around 15 per cent.

The policy was conceived with a view to attract a greater share of container traffic for railways. India’s containerized cargo was mostly export-import and the rail share was only 30 per cent. CONCOR, a subsidiary of IR, was the monopoly operator of container trains at the time of announcing the new Container Trains Operation Policy.

As per the new policy, the entire network of IR was classified and grouped into following categories:

� Category I- Jawahar Lal Nehru Port (J N Port) /Mumbai Port-National capital region area rail Corridor and/or permission to operate on an all India basis. This includes the existing and future terminals falling in Delhi Area linked to J N Port or Mumbai Port. This constitutes the biggest flow of traffic.

� Category II- Rail corridors serving JN Port and its hinterland other than Delhi area.

� Category III- Rail corridors serving other ports which have less traffic as compared to JN Port. The ports included in this area are Pipavav, Mundra, Chennai/Ennore, Vizag, Kochi and their hinterlands.

� Category IV- Rail Corridors serving ports of Kandla, New Mangalore, Tuticurin, Haldia/Kolkata, Paradip, Mormugao and their hinterlands.

After introduction of policy, 17 container operators including CONCOR were given license to enter the container train operations. Necessary agreements were executed by the authorised representative of the parties and the General Manager/Northern Railway on behalf of the President of India. Agreements between Railway Administrations and 17 Container train operators were


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executed (15 Agreements executed during January 2007 to May 2007 and two Agreements executed on 9 May 2008 and on 12 December 2012).

Against the total freight traffic of 1101.51 Million Tonnes handled by Indian Railways as of 31 March 2016, container traffic was 46.18 Million Tonne, which constituted 4.19 per cent of the total IR’s traffic. The new Container Train Operators (CTOs) have procured 128 rakes and developed 14 terminals. CONCOR owns 249 rakes and 63 terminals.

Main features of the Container Trains Operation Policy The scheme was open to any individual or a joint venture or a company registered under the Companies Act, 1956. The policy stipulated that it shall be in effect from the date notified in the official gazette in India. The policy was published in the Gazette of India in September 2006. Main features of the policy are as under:

� A non-refundable registration fee of ` 50 crore for all India operations (for operations in Category I) and ` 10 crore for every other category was to be paid by every operator.

� The permission was for a period of 20 years from the date of operation of container train by the operator and permission could be extended by 10 years subject to satisfactory performance on payment of fees as applicable at that time.

� Operators were to pay the railways haulage charges applicable uniformly to all operators, as notified by railway from time to time.

� Operators were to procure their own rolling stocks (flat wagons) and containers in accordance with the approved design of Research, Design and Standards Organisation (RDSO).

� Maintenance of rolling stock was to be done by the Indian Railways for which prescribed charges were to be recovered from operators.

� Operators were to be permitted to transfer permission to another operator subject to the latter fulfilling the selection criteria and obtaining prior approval of the Railway Board. This permission was to be granted only for one year after container traffic has commenced from Inland Container Depots (ICDs).

As per Indian Railways Vision 2020 Document, an annual growth of 20 per cent in container tonnage was envisaged and the container traffic was expected to touch 210 million tonnes by 2020.


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Organisational set up The following organisational structure shows the roles and responsibilities of officials related to container operations in IR at various levels:

Railway Board is responsible for policy decisions relating to container train operations. The General Manager/NR is responsible for execution of concession agreement between all container operators and IRs. The operating and commercial departments of Zonal Railways are responsible for operating the container traffic and recovery of all dues from container operators respectively. Traffic accounts department is responsible for maintaining the record of earnings and monitoring the receipt of earnings.

Earlier coverage of the subject

A Para on Container Operations in Indian Railways was featured as Audit Para no.2.1 of Report no. 34 of 2010-11, highlighting the following issues:

� Inconsistencies in charging haulage charges for a Twenty Feet Equivalent Unit (TEU) and Forty Feet Equivalent Unit (FEU)

� Diversion of rail traffic to Container Train Operators (CTOs),

� Non-recovery of haulage charges by the route of actual carriage

� Non-recovery of haulage charges of IR owned brake vans attached to container trains

� Non-maintenance of proper records of land leased out and recovery of license fees


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Audit Scope and Objectives

The audit covered a period of four years i.e. from 2012-13 to 2015-16 and was aimed at examining

1. Whether the container operators were permitted operations as per the policy framework;

2. Whether the charges due from CTOs were recovered timely and whether an effective monitoring system was in place to oversee the private container train operations.

Audit Criteria

The performance was assessed with respect to the following criteria: 1. Policy framework issued by IR in 2006 2. Concession agreements signed by Competent Authority 3. Various circulars/orders/instructions issued by the Railway Board from time

to time relating to operation of container trains.

Audit Methodology and samples

The audit methodology included the examination of policy related files/records in Railway Board, Container trains operations related record at Zonal Railways as well as Divisional Headquarters, Traffic Accounts offices and selected Container Rail Terminals/Inland Container Depots (CRTs/ICDs) besides analysis of the relevant quantitative data.

There were 314 notified Container Rail Terminals/Inland Container Depots (CRTs/ICDs) over IR as of March 2016. However, only 195 CRTs/ICDs were operational. Of these 121 terminals (56 ICDs and 65 CRTs) were selected for detailed review. The year wise revenue earned from 121 selected terminals is given below:

Table 2.10 – Details of revenue earned from Container Trains Operators64 (CTOs) at selected terminals

Number of Terminals

No. of CTOs

Year Number of rakes handled

Traffic Handled (Million Tonnes)

Freight earnings (` in crore)

121 33 2012-13 31791 35437982 3669 121 33 2013-14 33671 38137855 4119 121 33 2014-15 35110 40649310 4684 121 33 2015-16 33179 40853493 4788

Total 133751 155078640 17260 Source:-Details collected from Commercial Department in Zonal Railways

As can be seen that Railways earned revenue of ` 17260 crore by handling traffic of 155.08 million tonnes during the period from 2012-13 to 2015-16 in respect of 121 selected terminals in 16 Zonal Railways examined in this study.

64 Container Trains Operators refers to the parties which had entered into an Agreement with the Indian Railways for running

container trains. These Container Trains Operators include 16 private parties and CONCOR, a Railway PSU.


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Audit Findings 2.2.2 Selection of container train operators (CTOs) and execution of agreements As per rule 7 of the Indian Railways (permission for operators to move the container trains on Indian Railways) Amendment Rules 2006, the agreement shall be signed by the General Manager, Northern Railway, but shall be deemed to have been signed by the respective Railway Administration where a container train is to be moved. Based on the record made available to audit, it was observed that container train services were being operated on various Zonal Railways by 33 CTOs during 2012-13 to 2015-16, however, the Concession agreements were executed with only 17 CTOs. Nothing on record was found to show if any concession agreements was executed between Railway Administration and 16 CTOs listed below: Table 2.11 Details of the 16 Container Train Operators with no Concession Agreement with

Indian Railways S.no Name of the container train operator Period of operation

1 Navkar Corporation 2012-13, 2013-14, 2014-15 2 JSW Ispat Ltd 2012-13, 2013-14, 2014-15 3 Ramkrishna Rasayani Ltd 2012-13, 2013-14, 2014-15 4 Kanpur Logistics Park 2012-13, 2013-14, 2014-15 5 HTPH 2012-13, 2014-15 6 ARIK 2012-13, 2013-14, 2014-15 7 DPWORLD 2012-13, 2013-14, 2014-15 8 SMART 2012-13, 2013-14, 2014-15 9 Kirloskar 2012-13

10 Indo Aryan 2012-13, 2013-14, 2014-15 11 TIPL 2012-13, 2013-14, 2014-15 12 HIPL 2012-13, 2013-14, 2014-15 13 FSTR 2012-13, 2013-14, 2014-15 14 Trans Rail 2013-14 15 HTPL 2013-14, 2014-15 16 Indian Infrastructure Logistics Private Limited 2013-14, 2014-15

Source: Details collected from the Commercial Department in Zonal Railways

2.2.3 Growth of Container Traffic

Initially, IR permitted CONCOR to carry piecemeal traffic stipulating that CONCOR will recover the freight at IR tariff rates from the customers and retain 18 per cent freight collected for services rendered. Subsequently from 1 November 2006, all commodities except Ores, Minerals, Coal and Coke carried in containers were charged at haulage rates. The haulage charges notified from time to time were applicable to all container operators including CONCOR. Further, a separate rate of haulage termed as container rates (85 to 90 per cent of the railway tariff rates) were also prescribed for notified commodities like Sugar, Oil cake, seeds, food grains, chemical manures, iron & steel and petroleum and gases etc. The year wise container traffic performance vis-a-vis Indian Railways’ traffic during the period from 2010-11 to 2015-16 is tabulated below:


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Table 2.12 Details of tonnes loaded Year Indian Railway Container traffic Percentage of

container traffic with reference to total IR’s traffic

Tonnes loaded (in Million

Tonnes)

Per cent growth

Tonnes loaded (in Million

Tonnes)

Per cent growth

2010-11 921.73 - 37.59 - 4.08 2011-12 969.05 5.13 38.02 1.14 3.92 2012-13 1008.09 4.03 41.04 7.94 4.07 2013-14 1051.64 4.32 43.6 6.24 4.15 2014-15 1095.26 4.15 48.83 12.00 4.46 2015-16 1101.51 0.57 46.18 0.00 4.19 Source: Data obtained from Traffic Directorate of Railway Board

It was observed that though container traffic increased from 37.59 MT in 2010-11 to 46.18 MT in 2015-16, the share of container traffic with reference to total IR’s traffic registered a marginal increase65 since 2010-11. Average annual growth in the container traffic has been around 4.57 per cent during 2010-11 to 2015-16.

2.2.4 Receipt of the Railways' dues from the CTOs

Transportation of containers in the form of rakes is the responsibility of IR. Loading/unloading operations of the containers are performed by CTOs and the IR provides locomotives, crew and path for movement of the containers for the designated destinations. For the movement of container trains, besides recovering haulage charges, Railways are required to recover certain cost from the CTOs which included haulage/hire charges for the Railway’s brake vans, Siding charges, shunting charges, busy season surcharge, stabling charges etc. Status on the recovery of such charges from the CTOs is discussed in the succeeding paragraphs.

2.2.4.1 Non-recovery of haulage charges for usage of railway owned brake vans

Prior to 1 April 2012, Brake Van66 charges were being recovered at 110 per cent of haulage charges of one TEU (Twenty Feet Equivalent Unit) as per Rate Circular no.15 of 2009. As per Rate Circular (RC) 2 of 2012 effective from 1 April 2012, Brake Van hire charges were to be recovered at the prescribed rate of ` 1500 per day per brake van. Northern Railway was given the responsibility for collection of hire charges in respect of each CTOs over Indian Railways. In January 2012, Northern Railway, however, expressed their inability to maintain the record of the railway brake vans used by the parties across IR network and had requested Railway Board to resolve the issue.

An examination of the position of Railways owned brake vans hire charges at selected terminals over all 16 Zonal Railways revealed that: � Details relating to railway brake vans allotted to the CTOs and hire charges

recovered were found on record in NR only. An amount of ` 5.83 crore was 65 4.09 per cent in 2010-11 to 4.8 per cent in 2015-16. 66A four wheeled unit attached at the end of the goods train which has the braking system for use in emergency situation. It is occupied by Guard of the Goods train.


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recovered towards the brake van allotted by NR to the CTOs during 2012-13 to 2014-15.

� Details of the railway brake vans allotted and the hire charges recovered were not made available to audit in 11 Zonal Railways67.

� In four Zonal Railways (NER, NWR, SCR and SER), though record relating to railway brake vans allotted was made available, the details of the hire charges recovered were not made available.

In the action taken note on Audit Para No.2.1 of Report no. 34 of 2010-11, on the issue of recovery of brake van charges, the Ministry stated (July 2015) that the system improvement had been initiated by way of taking one-time payment towards the cost of brake van from the parties so that the tedious calculation of day to day charges is avoided.

2.2.4.2 Loss due to non-recovery of Shunting Charges

When a Railway locomotive is utilized for shunting operation in the siding, separate Shunting Charges are to be recovered from the siding owner. These are recovered on the basis of actual shunting time at the rate equal to All India Engine Hour Cost (AIEHC) for ‘Train Engine’ or ‘Shunting Engine’ as the case may be. As per Rate Circular (RC) 14 of 2013, rates of AIEHC for different kind of engines with effect from 1 July 2013 of Indian Railways are given below:

Table 2.13 Shunting charges Type of Engine Cost Per Hour (figures in `)

Broad Gauge Meter Gauge Shunting Engine 5180 7560 Train Engine 8510 13750 Electric Engine 10120 Not Available

Review of record relating to shunting charges at 121 selected CRTs/ICDs over IR revealed that in six Zonal Railways (NR, NWR, SECR, SER, SR and WR), an amount of ` 9.81 crore was outstanding during 2012-13 to 2015-16 as per details given below:

Table 2.14 Loss due to non-recovery of shunting charges Zonal Railway

Name of CRTs/ ICDs

Name of CTO Year No. of rakes

Shunting charge (in `) Chargeable Actually

charged Outstanding

NR TICD, ICOD & CWCN

CONCOR 2012-13 to 2015-16

2517 136708960 43601882 93107078

NWR ICD-Kala Bakra

2012-13 to 2014-15

2634 12454500 12416350 38150

SECR Monnet Ispat and Energy Ltd. Siding Bhupdeopur

ILSL, CONCOR, ARIL, BXTS, GIPL, ETAP

2012-13 to 2015-16

114 367560 0 367560

67CR, ER, ECR, ECoR, NCR, NER, SR, SECR, SWR, WCR and WR


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Table 2.14 Loss due to non-recovery of shunting charges Zonal Railway

Name of CRTs/ ICDs

Name of CTO Year No. of rakes

Shunting charge (in `) Chargeable Actually

charged Outstanding

(CRT/ PMSB/ BEF), CRT/ MNDH

SER Rourkela & TATA

B2B, ARIL, KRIBHCO, CONCOR

2012-13 to 2015-16

724 5069084 548500 4520584

SR IGCS CONCOR 2012-13 to 2015-16

73 29540 19420 10120

WR PPSP, HZL, SBT, RTM, CKYR

CONCOR, ARIL, GRFL, FSTR, ADIL, APIL, IIPL, KRIL

2015-16 2194 38374185 38300505 73680

Total

8256 193003829 94886657 98117172 Say ` 9.81

crore Source:-Details collected from the Commercial Department in Zonal Railways The shunting charges were not leviable at any CRTs/ICDs in nine Zonal Railways68and in two Zonal Railways (CR and SCR) no shunting charges were outstanding during the entire period of review as the same were recovered correctly as per the prescribed rates.

2.2.4.3 Inadequacies in weighment arrangement available for container traffic in sidings or enroute

Railway Board in October 2006 issued instructions that all rakes loaded at each loading point for each stream were required to be weighed at Associated Weighbridge/ Alternate Associated Weighbridge with the exception of rakes loaded with standard size bags of uniform size. Overloading, if any, should be intimated to Traffic Accounts Office. Subsequently in December 2009, detailed instructions regarding weighment of container trains were also issued by Railway Board. Zonal Railways were advised that the extant instructions to weigh container trains may be followed scrupulously. Further, vide Rate Circular (RC) 30 of 2010 weighment of rakes was made mandatory in respect of commodities being charged at container class rate69. Audit examination of weighment facilities at 121 selected terminals over IR revealed that:

� Weighbridges were available only in 39 (32.23 per cent) out of 121 CRTs/ICDs test checked in audit. One weighbridge installed in SWR was not functioning.

� Weighment was supervised by the Railway Staff at only at 24 terminals (out of 39) leaving 15 terminals in four ZRs (ECoR, NR, SR, WCR) without supervision by the Railway staff.

68 CR, ECoR, ECR, ER, NCR, NER, NFR, SWR and WCR 69Container class rates for the notified commodities (Cement, Iron& Steel, Bricks and Stones, Alumina, Petroleum

products and gases) are levied by applying 15 per cent concession on the applicable class rate as published in Goods Tariff.


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� Out of 15 terminals, where weighment was not supervised by Railway staff, no overloading was detected at 14 terminals and overloading of 2.70 MT was noticed at one terminal of ECoR (GHNH) and penalty was accordingly recovered.

Audit also examined the position of weighment done enroute and observed overloading of 14458.32 MT in 9724 wagons in 10 Zonal Railways during the period 2012-13 to 2015-16. As against the penalty of ` 5.90 crore due for recovery, ` 5.87 crore was recovered leaving outstanding amount of ` 0.03 crore in two ZRs (ECoR & SR). No overloading was detected in enroute weighment done in NR, NCR & WCR. Enroute weighment of containers was not done in remaining three Zonal Railways (ECR, NFR and SCR70).

2.2.4.4 Recovery of maintenance charges

Outstanding Track Maintenance Charges

In January 2012, Railway Board liberalized71 siding rules. As per Para 6.2 of circular, the maintenance of track in the siding shall be done by the parties at their own cost. However, it was decided that Railways would not charge Inspection Charges. Wherever track maintenance is done by Railways at the cost of siding owner, the party shall continue to bear the cost.The results of review of record relating to maintenance charges at selected terminals during the period 2012-13 to 2015-16 are indicated in the following table: Table 2.15 Position of maintenance charges of track outstanding as on 31 March 2015 Zonal Railway

Amount outstanding

Reasons for maintenance charges outstanding for recovery

CR, NFR and SECR

9.16 crore Maintenance charges of ` 1.79 core were outstanding against the CRT/JSLK/KDTR due to dispute between Railway and private party on account of railway property. The reasons for outstanding (` 7.37 crore in CR and NFR) were not found on Railway record

SER Not available Detailed records were not provided, the position of billing and recovery could not be ascertained by audit

Source: Details collected from the Commercial Department in Zonal Railways No maintenance charges were outstanding in the remaining 12 Zonal Railways72 as the maintenance was done by the CTOs themselves.

Outstanding charges relating to maintenance of Container flats73

After introduction of the container train operations on the Railway Network, the Railway Board issued instructions (April 2006) on maintenance of privately Owned Container Flats including CONCOR.

Prior to 1 April 2006, five per cent of the capital cost of the wagons was being deposited by operator on annual basis with Northern Railway and the entire cost including the cost of maintenance organization, spares etc. was being charged to work charged estimates, sanctioned for this activity. However, with effect from

70 One out of 13 CRTs 71 Freight Marketing circular No.1 of 2012 72 ECoR, ECR ER, NCR, NER, NR, NWR, SCR, SR, SWR, WCR & WR 73 Flats refers to the base with bogie on which containers are placed


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1 April 2006 in lieu of separate recovery of maintenance charges, 4.76 per cent of haulage charges recovered from operators (including CONCOR) was to be set apart towards the cost of maintenance of stock.

Matter regarding failure to observe the prescribed procedure on SCR resulting in short realisation of maintenance charges to the extent of ` 13.31 crore at Rayanpada in Secunderabad division of SCR was taken up in Audit in February 2014. The amount remained un-recovered till March 2016.

2.2.4.5 Non levy of detention charges of locomotives which were not attached/ released within free time Para 6.3.2 of Concessional agreement provides that detention of engine beyond free time on siding owner’s account would result in increase in cost of engine usage per hour, which should be recovered from CTOs. Detention Charges should be levied for the period of detention beyond the permissible time at the rates prescribed by the Railway Board from time to time.

Audit reviewed the position of detention of locomotives at 121 selected terminals and it was observed that at seven terminals in NCR, NFR, NR, NWR and SWR, the cases of detention of locomotives which were not attached or detached and released within the free time of two hours, were noticed. In these cases the necessary detention charges were either not recovered or short recovered. As a result, these Railways suffered a loss of ` 2.80 crore due to non-levy/short levy of detention charges as per details given below:

Table 2.16 Non-levy of detention charges in respect of Locomotives during 2012-13 to 2015-16

Zonal Railway

Terminals affected

Detention Charges Due (`)

Detention Charges

Recovered (`)

Undercharges (`)

NCR 1 (ICDD) 8940930 0 8940930 NFR 1 (AMINGAON) 265603 0 265603 NR 2 (DDL, AHH) 17075776 0 17075776 NWR (2) MDRV, GOTN 609750 172800 436950 SWR 1 (ICDW) 1381715 0 1381715 Total 07 28357994 172800 28016754

` 2.80 crore Source: Details collected from the Commercial Department in Zonal Railways

The reasons for short-recovery of detention charges from siding owners were, however, not found on record. In the remaining terminals over 11 Zonal Railways74, no case of such detention of locomotives beyond free time (two hours) was noticed on the part of siding owners.

74CR, ECoR, ECR, ER, NER, SCR, SECR, SER, SR, WCR & WR


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2.2.4.6 Loss due to non-adjustment of salary of Railway staff deputed at container siding

Rate Circular No.45 of 2009 issued by MoR stipulated that the cost of Railway staff posted at CRTs/ICDs for documentation works, issue of RRs etc. was to be borne by CTOs and shall be charged separately.

The position of recovery of staff cost, at terminals where railway staff was posted, was examined and the following was noticed:

1) 61 Railway staff were posted in 36 terminals in five Zonal Railways75. As on 31 March 2016, against an amount of ` 22.46 crore due for recovery as staff cost for the period from 2012-13 to 2015-16, only ` 6.47 crore was recovered leaving an amount of ` 15.99 crore outstanding.

2) In five Zonal Railways76, staff cost of ` 11.95 crore was not recovered in respect 54 Railway staff posted on 21 terminals during the period of review.

2.2.4.7 Loss due to non-levy of stabling charges

In terms of RC 97 of 2006, Stabling Charge are levied on stabling of rolling stock of container operator on railway track, beyond four hours due to any reason attributed to container operator like (i) party unable to receive such stock in their siding; and (ii) party declines to accept such stock in their siding. Stabling charge is leviable at the rate of ` 300 per wagon per day or part of a day on detention beyond four hours. With effect from 1 April 201377, these charges were enhanced to ` 500 per wagon per day or part of the day from the time of arrival to the time of removal. A review of position of levy of stabling charges at selected CRTS/ICDs revealed the following:

1. At 35 Terminals of 11 Zonal Railways78 the stabling charges of ` 77.02 crore were recoverable during the period of review. Of these, ` 58.07 crore was actually recovered leaving outstanding of ` 18.95 crore in respect of eight ZRs79. As on March 2016, out of total stabling charges of ` 18.95 crore to be recovered, an amount of ` 17.72 was recoverable in NR and SER only.

2. No stabling charges were due in five Zonal Railways80.

2.2.4.8 Recovery of Land license fee from Container Train Operators

As per rules81, charges to be levied at the rate of six per cent of the market value of the land leased were applicable uniformly to CONCOR as well as other CTOs. The rate of annual license fee for the land leased to the outsiders was fixed at six per cent of the land value with a provision of annual revision of the land value at the rate of seven per cent. Further, in 2008, Policy of licensing of railway land to

75CR, ECoR, NCR, NF and, NR 76ER, NFR, NR, SER and SR 77 Rate Circular 5 of 2013 78CR, ECoR, ER, NCR, NR, NWR, SCR, SECR, SER, SR & WR 79 CR, ECoR, NCR, NR, NWR, SECR, SER & WR 80 ECR, NER, NFR, SWR & WCR 81 Railway Board’s letter No. 2005/LML/18/8 dated 10-2-2005


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CONCOR was revised82, as per which railway land was given to CONCOR on Twenty Feet Equivalent Unit (TEU) basis whereby the charges levied on per TEU basis was ` 500.

A review of records for the period 2010-11 to 2015-16 pertaining to license fee in respect of selected Container Terminals revealed the following:

1. In 21 terminals of 11 Zonal Railways (all Zonal Railways except CR, ECR, ER, NER and WR), an amount of ` 41.17 crore was outstanding as on 31 March 2016.

2. Outstanding in most of the cases was attributed to non-preferment of bills. At two terminals (GDGH of NR & CSRP of SECR), the private operators did not deposit the license fee due to differential treatment in fixation of rate.

3. No revision of rate of land license fee on TEU basis was done for the past eight years and license fee of ` 500/- per TEU was continued to be levied on CONCOR.

Irregularity in revision/updation of land license fee - Besides above the following irregularities in revision of land license fees were also noticed during detailed study in various Zonal Railways:

1. During the review of records of land licence fee pertaining to land leased to CONCOR in 14 ZRs (SWR, NR, WCR, CR, ECR, ECoR, NCR, NER, NWR, NFR, SCR, SER, SECR & SR), it was observed that license fee of ` 500 per TEU handled was not revised/ enhanced by seven per cent annually by the Railway Administration. This resulted in a loss of revenue of ` 156.85 crore for the period 2008-09 to 2015-1683.

2. As per instructions84, renting85 on immovable property will attract service tax at 12.36 per cent. During review of land licence fee record at five Zonal Railways (NWR, NR, NCR, SER & NFR), it was noticed that though the land license fee was deposited time to time by CONCOR, service tax at the rate of 12.36 per cent for the period from October 2012 to March 2015 amounting to ` 14.59 crore were not collected along with the land license fee.

3. A plot of Railway land measuring 19.89 acres was leased by NFR Administration to CONCOR at Aminagaon (AMJ) on 29 April 2005. As per extant order of Railway Board, license fee was to be recovered on the basis of number of TEUs handled (inward & outward). During audit, it was observed that record in respect of number of inward TEUs was not maintained at ICD/AMJ. Para-3.2 of the Contract Agreement, executed

82 Ministry of Railways letter No. 2001/LML/13/55 dated 24-1-2008 83 In nine ZRs (SWR, WCR, CR, ECoR, NER, NWR, SCR, SER & SECR), loss of revenue as a result of non-revision of land license fee

worked out for the period from 2008-09 to 2015-16 and in remaining five ZRs (NR, SR, NFR, NCR & ECR), it was worked out for 2010-11 to 2015-16.

84 Para 2 of RB’s letter No. 2012/LML/25/15 dated 28 September 201285 Renting of immovable property was defined in the Service Tax Act (Chapter V of Finance Act 1994) Section 65B as “allowing

permitting or granting access, entry occupation, usage or any such facility, wholly or party, in an immovable property, with or without the transfer of possession or control of the said immovable property and includes letting, leasing, licensing or other similar arrangements in respect of immovable property”


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between Railway and CONCOR, stipulated that total number of TEUs handled during the period (inward & outward) should be certified by the Operating/Commercial Department of Railway. However, no such certification was done by the railway administration. As a result, land license fee was recovered from CONCOR on the basis of records maintained (TEUs handled inward & outward) by CONCOR Authority and there was no scope of verification of the accuracy of the amount by the railways.

2.2.5 Review of Mechanism for monitoring of movement of container trains

After introduction of Freight Operations and Information System (FOIS) in IR, the movement of container trains is being monitored through the Rake Management System (RMS) leaving minimal scope for manual monitoring.

It was noticed that provision was available in FOIS for capturing container traffic related data86in the same way as the data for other types of goods traffic. It was further noticed that various types of reports are generated by FOIS (as per the requirement of Railway users) for monitoring Goods traffic/train operations.

A test check of returns or data pertaining to container traffic available on TMS (Terminal Management System) of FOIS (Freight Operation Information System) revealed the following:

1. Details of only last 35 days was available on FOIS for outward container rakes of each siding/CRT.

2. Number of containers, name of commodity, type of containers and loaded weight was not available in FOIS returns/reports.

3. E-payment details were mentioned under the title “Charges”, instead of “E-payment”.

4. No details were available on TMS regarding weighment of containers on in-motion weigh bridges of Railway or through associated weigh bridges within the container siding of any Zone.

The aspects relating to monitoring mechanism were also reviewed in all Zonal Railways and the following cases of inadequate internal control mechanism were noticed:

i. Returns regarding outstanding debits of IOCD and TICD siding over Northern Railway were not sent to Accounts office/Headquarters office during the period from April 2012 to March 2016. Similarly, in NFR, no return/information was received from Agthori station or CONCOR at Railway Traffic Accounts Office/MLG during the review period. Besides, no action was found to be taken by the Railway Traffic Accounts Authority for ensuring correctness of haulage charges paid by CONCOR.

86 Details like rake/consist formation, originating/destination details, placement details, demand/ forwarding note, commodity

details (Container), container loading, computation of Demurrage, RR Generation/Freight computation, Loco attachment/detachment, BPC details, train ordering/departure, Train Arrival/Termination, Wagon consist examination, Unloading, WTR Details, Delivery, Removal, Wharfage etc.


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ii. Over NR, Stabling charges at ICOD siding during the period of review and at ICMB siding from January 2015 onwards were either not paid or reflected in the monthly balance sheet and without mentioning in Balance sheet, proper watch on recovery of these charges could not be made by Traffic Accounts office. Traffic Accounts office never pointed out these lapses. In SECR stabling charges were taken in goods sheds instead of demurrage charges.

iii. In NR, allotment of IR owned brake vans for container operation as well as recoveries thereof was not monitored either by goods staff deployed at four terminals (TICD, ICOD, ICMB & DDL) or by Accounts Office authorities. Goods staff posted at selected ICDs over Northern Railway were not aware whether these charges were being recovered.

iv. ECoR has put in place monitoring mechanism to monitor container operations from CRTs/sidings/goods sheds. One designated section under the personal supervision of Deputy Chief Commercial Manager/Freight Services is in charge of monitoring the container traffic originating from ECoR. Further, Traffic Inspector of Accounts and Commercial Inspectors have been deployed to find irregularity, if any, committed in transportation of container traffic.

v. In CR, NER, SWR and SR, there was no specific mechanisms for monitoring movement of container trains.

2.2.6 Conclusion

The primary objective of promoting Container Operations by the private operators was to increase the rail share of traffic by offloading sundry and piecemeal traffic to the private operators, which the Railways had decided not to carry with the objective of improving its operational efficiency through rake load movement and to augment its own earnings. The container traffic carried through Private Containers (including CONCOR) registered an annual increase of about 4.57 per cent during 2010-11 to 2015-16 and chances of achieving the target of 210 million tonnes by 2020 as envisaged by Indian Railways in its vision Document 2020 appear remote, as the end of 2015-16, the container traffic loaded by these CTOs stood at 46.18 million tonnes.

Details of the recovery of the brake van allotted to CTOs and hire charges realized for the same from them was not found on record. Besides, various other charges like shunting charges, charges for detention of rakes beyond free time, stabling charges and land license fee, which were recoverable from CTOs were not realized in full. The mechanism of recovering the staff cost for commercial staff deployed in various CRTs/ICDs was not effective. There was no specific mechanism for monitoring movement of container trains in CR, NER, SWR and SR.


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1. IR may consider allowing the Container Train Operators for running the container trains by entering in to standard agreement in cases where private parties were operating container trains without formal agreements.

2. IR needs to devise an effective internal control mechanism to ensure recovery of various charges due from the container train operators.

3. IR may put in place effective mechanism for monitoring the movement of container trains so as to ensure punctuality in movement and to attract more business from private container operators.

4. Container operations by private parties have the potential of expanding on account of the respective strength of IR infrastructure and private sector (container orientation). IR should, therefore, identify bottlenecks in safe and smooth movement of container operation and take suitable measures to tackle these bottlenecks.

2.3 Northeast Frontier Railway (NFR) :

Wasteful expenditure on preservation of injudiciously selected sections as heritage and subsequent withdrawal of the decision

Injudicious decision of preservation of two sections in Northeast Frontier Railway as heritage without assessing their potentiality for tourism/assessing their historical importance led to wasteful expenditure of ` 27.33 crore on their preservation/dismantling.

Railway Board issued guidelines (April 1999) for preservation of heritage structure to all General Managers of Indian Railways. Initially, on the basis of the information collected from Zonal Railways, 32 buildings/precincts and 11 bridges were identified as heritage structures. Any additions and/or deletions from this list was to be decided based on assessment duly considered by the Heritage Committee87. Two cases of preservation of Heritage Line without assessing their viability from the point of view of historical importance/heritage/tourism were noticed, where NFR Administration incurred a wasteful expenditure of ` 27.33 crore. A. On the initiative of NFR Administration, Railway Board (September 2008) approved the preservation of the Mahur–Harangajao (Meter Gauge) section for heritage/tourism. Financial approval of the work at a cost of ` 21.72 crore was provided after four years from its administrative approval in 2008. An expenditure of ` 8.01 crore was incurred on preservation of the project up to September 2014. NFR Administration retracted (April 2014) from their earlier position and apprised Railway Board to reconsider the decision for retention of Mahur–

87 A committee constituted of officials from the Railway Board, Zonal Railways, persons from the public who are working in the field of conservation of heritage, persons interested in conservation of heritage etc.


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Harangajao section as heritage/ tourism on the ground that the section was facing frequent breaches and considerable expenditure would be required to restore it. It was also stated that the area did not have any tourist activity and found no place under tourist map of India. Subsequently, Railway Board decided to drop the proposal of preserving the heritage section and the work was finally stopped in September 2014.

Chief Secretary, Government of Assam wrote (October 2014) to General Manager (GM), NFR for preservation of the site. In the same month Member, North Eastern Council and MLA & Chairman ASTC also wrote to the Chairman, Railway Board requesting him to take necessary steps for preservation of the said section as heritage. Executive Director (ED), Heritage asked GM, NFR (November 2014) to hold talks with all the stake holders before reversing the decision. Additional GM, NFR informed (July 2015) ED, Heritage that though talks were held with Assam Government, Assam Tourism Development Corporation and IRCTC, commitment for bearing of cost had not been received.

While the matter of consultation with other stake holders was in progress, NFR Administration dismantled the section and executed two Contract Agreements (CAs) worth ` 4.19 crore in March and July 2015 against which, an expenditure of ` 3.17 crore was incurred on dismantling till October 2016. It was observed that despite dismantling the structure, NFR Administration wrote to the State Government of Assam (Jan 2016) seeking full compensation of the capital cost of the project. No response was received from the State Government in this regard.

Thus, the decision for preservation of the said section as heritage/tourism, without exploring the feasibility by consulting stake holders88 was not well conceived. Commencement of work for preservation and subsequently dropping of the project resulted in a wasteful expenditure of ` 11.18 crore89.

The matter was brought to the notice of NFR Administration in November 2015. It was replied that the expenditure on heritage work was mainly for replacement of wooden bridge sleeper by steel channel sleeper (dual gauge) and it would be reused in BG section in future and labour cost of insertion was the only loss. However, the fact remains that only five per cent of the replaced steel channel sleepers were of dual gauge, which could be utilised in BG section in future.

Thus, the decision for preservation work of the section without considering its heritage/tourism value followed by subsequent withdrawal of the project, especially when discussions with stakeholders were going on, resulted in wasteful expenditure of ` 11.18 crore.

B. In July 2008, Gauge Conversion (GC) work of MG track from Aluabari Road to Siliguri (76 kms) was approved by Railway Board. At the request of NFR

88 As required by the Railway Board Guidelines issued in the year 1999 89 ` 8.01 crore for the project plus ` 3.17 crore for dismantling


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Administration, Railway Board approved (September 2008) preservation of Siliguri to Bagdogra (9.7 kms) Meter Gauge (MG) track as heritage (falling in Aluabari Road to Siliguri section) with either gauntleted90 track or separate alignment. NFR Administration’s proposal to convert the stretch of 8.05 kms, out of total 9.7 kms, as gauntleted track consisting of both BG and MG lines together and for the rest with separate BG and MG lines was approved by Railway Board in May 2010 at a cost of ` 16.15 crore as Material Modification to Gauge Conversion (GC) work of MG track from Aluabari Road to Siliguri. The cost of the project was enhanced to ` 272.11 crore which was later revised (November 2011) to ` 435.87 crore. Gauge Conversion (GC) work of MG track from Aluabari Road to Siliguri, has since been completed and the project has been opened to traffic. Up to March 2016 an expenditure of ` 435.57 crore was incurred on the entire project. The cost of the Material Modification of the gauntleted track was not shown separately in the revised estimate and thus the actual expenditure on the heritage work was not ascertainable. Even if the initial sanctioned estimate amount was spent, the expenditure incurred on the preservation of heritage line would be ` 16.15 crore. Besides, ` 24 lakh was spent on procurement and transportation of one Rail Bus for running on the above said heritage line. NFR received another Rail Bus from WR on transfer basis. Two Rail Buses were in operation on Siliguri to Bagdogra line (to and fro) from 19 July 2011 with a capacity of 70 persons91 each. Between February 2012 and December 2012, services of the two Rail Buses were suspended. Subsequently, the service of one Rail Bus was started again in May 2013 on a weekly basis to keep the cultural heritage in existence and for maintenance of track and loco. This service, too, was cancelled in December 2015 due to poor response from passengers. Since its introduction in 2011, these Rail Buses could earn ` 27,778 only through ticket sales. Further, due to the gauntleted track having diamond crossing92, speed restriction was imposed, which resulted in avoidable extra expenditure on account of additional fuel consumption and other costs. The matter was brought to the notice of the NFR Administration in March 2016. Divisional Railway Administration replied that the work was done as per Railway Board instructions. Thus, NFR Administration’s decision for retaining MG track for Heritage purpose was not based on any technical or analytical study of either potential earnings or tourist importance. The decision to develop the section as heritage, thus, resulted in wasteful expenditure of ` 16.15 crore. The matter was referred to Railway Board in December 2016; their reply has not been received (February 2017).

90 An arrangement in which railway tracks run parallel on a single track bed and are interlaced/overlapped such that only one pair of rails may be used at a time. 91 50 seating and 20 standing 92 A diamond crossing is the point where two railway lines cross each other, forming the shape of diamonds at the crossing point.


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2.4 East Central Railway (ECR) : Non preferring of bills for shunting charges

ECR Administration did not prefer bills for shunting charges as per Railway Board’s circular (February 2009) for utilization of Railway engine for shunting activity in siding premises of Bina Coal Siding of Dhanbad division, which resulted in loss of revenue of ` 24.28 crore during the period January 2010 to March 2016.

In order to improve the utilization of the rolling stock and timely clearance of freight trains from their sidings/terminals, Railway Board introduced (July 2004) the Engine-on-Load (EOL) scheme. The scheme inter alia states that

� Under EOL operations, the train engine will remain available during loading or unloading operation in the siding and wait on Railway’s account so as to work the train immediately after loading/unloading operation is completed.

� The siding holders will be required to opt for the EOL operation under an agreement with the Zonal Railway Administration.

� For mechanized loading in coal sidings with EOL facility, the free time allowed would be three hours93 and no shunting charges would be levied.

Scrutiny of records of Bina Coal Siding in Dhanbad division of ECR revealed that there was no agreement between Bina Private Siding and the ECR Administration for EOL, yet the diesel engine remained in on-position with rakes, while mechanized loading of wagons was being done.

Since the EOL scheme was not applicable to this siding, utilizing diesel engine for loading/unloading operation in the siding on Railway’s accounts was not correct and shunting charges94 should have been levied. It was noticed that at Bina Coal Siding though diesel engine remain attached during the whole process of loading, no bills for shunting charges were raised by ECR administration against the siding owner.

As worked out in audit, ECR Administration during the period from January 2010 to March 2016 supplied their diesel engine with load in on position for 29532 hours in respect of 6287 rakes to Bina Coal Siding for which total shunting charge of ` 24.28 crore95 should be levied against the siding owner. In reply to an audit query Divisional Administration, Dhanbad stated (November 2016) that free time allowed for mechanized loading in the coal siding was as per the Rate Circulars 74 of 2005 and 97 of 2006, which stipulated a free time of five hours for mechanized loading. This indicates that the siding was not under EOL scheme and siding charges should have been levied and recovered.

93 Rate Circular no.21 of 2004, Rate Circular no. 23 of 2012 94 Railway Board’s instructions (06 February 2009) clarified that shunting charges are leviable for utilization of Railway’s locomotive to perform shunting operation at siding, irrespective of the fact whether the siding is notified for charging freight on through distance basis or otherwise. 95 Shunting charges has been calculated on the basis of all-India Engine Hour Cost notified by Railway Board from time to time.


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Thus, the failure of ECR Administration to prefer bills of shunting charges as per Railway Board’s circular (February 2009) for utilization of Railway engine for shunting activity in siding premises resulted in loss of revenue of ` 24.28 crore.

The matter was referred to Railway Board in November 2016; their reply has not been received (February 2017).

2.5 North Central and South Central Railways (NCR and SCR):

Irregular levy and collection of Superfast Surcharge from passengers

North Central and South Central Railways levied and collected ` 11.17 crore from passengers on account of Superfast surcharges, without providing facility of Superfast Trains. In terms of Railway Board’s Commercial Circular no. 105 of 2006, the average speed of the trains is single criteria considered for declaring the Mail/Express trains as Superfast trains for the purpose of levy of Supplementary Charge (i.e. Superfast Surcharge). Average speed of 55 kmph or more for Broad Gauge trains and 45 kmph or more for Meter Gauge trains has been fixed by the Railway Board for declaring the Trains as ‘Superfast’ trains. The average speed is calculated by dividing the end-to-end distance by the total journey time. The average speed criteria need to be satisfied in both up and down directions for a particular pair of train. Zonal Railways are empowered to declare the train as Superfast train when it fulfils the requisite speed criteria. As an exception, Howrah-Kalka Mail has been categorized as a Superfast train for travel between Delhi and Howrah only. The Superfast surcharges are fixed by the Railway Board from time to time. Railway Board, while revising the Superfast surcharges, fixed the Superfast surcharges for different class of coaches viz. General/Second class, Sleeper Class, AC (Chair Car, AC-3-Economy class, AC-3-Tier, First Class, AC-2-Tier) and AC First/Executive Class at ` 15, ` 30, ` 45 and ` 75 respectively which were effective from 01 April 2013. Superfast charges are levied on all passengers irrespective of distance travelled separately for each journey. Audit conducted a test check in North Central and South Central Railways and studied the data on punctuality of Superfast trains during 2013-14 to 2015-16. The status of running of 11 Superfast trains (out of 36 Superfast trains in North Central Railway) and 10 Superfast trains (out of 70 Superfast trains in South Central Railway) was examined from the data collected from Integrated Coach Management System (ICMS). Annexure 2.13 The study revealed the following: 1. The 21 Superfast trains (selected for review over NCR and SCR) had reached

the destination station late between 13.48 per cent and 95.17 per cent days of their operation/running.

2. Out of 16,804 days of trains operation of these 21 Superfast trains, the trains had reached the destination stations late on 5,599 days (33.32 per cent of total days of train operations).


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3. Out of 5,599 days where the trains were delayed, the Superfast trains did not meet the criteria of average speed of 55 kmph on 3,000 occasions (53.58 per cent of the total delayed trains).

4. Out of the 21 trains reviewed in audit, 11 trains (four trains over NCR and seven trains over SCR) had been delayed on more than 30 per cent of their runs. Train Nos.12319-Kolkata Agra Cantt. Express and 12404-Jaipur Allahabad Express reached their destinations late on 95 per cent and 68 per cent occasions respectively.

5. Out of the 21 trains reviewed in audit, 10 trains (seven trains over NCR and three trains over SCR) had been delayed on less than 30 per cent of their runs. Train Nos.12034-Shatabdi Express and 22444-Kanpur Bandra Express had been delayed on 25 per cent and 24 per cent occasions respectively.

Based on the train composition (number of different classes of coaches and seating capacity), NCR and SCR administrations collected superfast charges amounting to ` 11.17 crore during the period 2013-14 to 2015-16 on days, where these 21 trains did not attain the average speed for a ‘Superfast’ train, but Superfast Surcharge was levied and collected from the passengers.

Rules for refund of charges on failure to provide air-conditioning facility in AC coaches exist in railways, wherein, the railways are liable to refund the difference between the fare of AC and non-AC classes of tickets. However, rules for refund of superfast surcharge to passengers in cases where Superfast services have not been provided to the passengers, have not been framed by the Railway Board.

The matter of irregular levy and collection of superfast surcharge was referred to Railway Board in January 2017. Their reply is still awaited (February 2017).

2.6 Eastern Railway (ER): Non-realisation of detention charges for overloaded wagons warranting load adjustment

Non-levy of detention charges through Railway Receipts by railway administration for load correction of overloaded wagons in respect of five coal companies in Asansol Division of Eastern Railway led to non-recovery of ` 10.70 crore for the period May 2008 to May 2016.

Railway Board’s instructions96 stipulated that wagons must be evenly loaded so that the load bore equally on all springs and no overloading beyond the marked, increased or restricted carrying capacity was allowed. Railway Board further directed (November 2004)97 that where in-motion weighbridges do not exist, weight/volume ratio method will continue to be applied to ensure that no overloading takes place. However, wagons overloaded will be adjusted by the consignors prior to issue of Railway Receipt (RR). Also, demurrage will be charged for detention of the rake till the weight is adjusted.

96 Rule 1508 of Indian Railway Commercial Manual (Volume II) 97 Railway Board letter No. TCI/2004/109/4 dated 4 November 2004


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Railway Board further directed (October 2006)98, that punitive charges99 for overloading, if any, should be realised at the originating point itself and it should be mentioned in the RR that rake has been weighed and that all the charges including punitive charges have been collected. It was also directed (March 2007)100 that in cases of gross overloading, where load adjustment/detachment had to be resorted to, detention charges from the time of completion of weighment to the time of completion of load adjustment/detachment would be realised in addition to the applicable punitive charges. Detention charges, levied for extra detention to wagons, would be treated in the same manner as demurrage charges in all respects.

In September 2011, Railway Board decided101 to levy a penalty of ` 5000 as detention charges per overloaded wagon in case of detention of a rake after weighment warranting load adjustment at the originating station itself in case of detection of overloading at originating point. Detention Charge at the prevailing rate of Demurrage on all the wagons in the rake from the time of completion of weighment to the completion of load adjustment plus penalty of ` 5000 as Detention Charge per overloaded wagon was leviable. It was also clarified that as Detention Charges were not waivable, it should be collected with Railway Receipts (RR).

Scrutiny of records pertaining to implementation of above orders on Asansol Division revealed that during May 2008 to May 2016 detention charges to the extent of ` 10.70 crore for load correction of overloaded wagons against five coal companies102 had not been realised. It was observed that Eastern Railway Administration had not raised demand for detention charges at the time of generation of RRs and had raised the same subsequently. However, when the demands for detention charge were eventually made, the coal companies did not agree for payment. Further, demand for April and May 2016 was yet to be raised by Eastern Railway Administration.

On this being pointed out by Audit (February 2016), Railway Administration stated (April 2016) that the issue has been taken up with the Railway Board and also discussed in Rail-Coal interface meeting. However, it was seen that even after the Rail-Coal interface meeting (May 2014), Railway Board had not changed the policy regarding detention charges103 and as such, detention charges are payable. As the divisional authorities failed to implement Railway Board’s orders for recovery of the detention charges through RRs, the outstanding dues on account of detention charges started accumulating.

98 Rate Circular No. 86 of 2006 99Punitive charges are freight leviable on the entire load of the commodity in excess of the permissible carrying capacity plus loading tolerance, if any. Punitive charges are levied for the entire distance to be travelled by the train. 100 Rate Circular No.40 of 2007 101 Rate Circular No.32 of 2011 102 (i) Eastern Coalfields Ltd. (ii) Bharat Coking Coal Ltd. (iii) Central Coalfields Ltd. (iv) Integrated Coal Mines Ltd. (v) Bengal Emta Coal Mines Ltd. 103 Rates Master Circular (July 2014)-TC I/2014/108/4 dated 11 July 2014


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Thus, due to non-levy of detention charge through RRs in Asansol Division in violation of Railway Board’s orders, railway administration could not realise detention charges of `10.70 crore from the coal companies. Eastern Railway Administration in their subsequent reply (August 2016) stated that from June 2016 onwards, detention charges were collected through e-payment along with RRs. However, detention charges of ` 10.70 crore against these five coal companies up to the period of May 2016 continues to remain outstanding.

The matter was referred to Railway Board in November 2016. In reply, they stated (February 2017) that there is no provision to collect detention charges in RR through system till now and no Head has been specified in RR through which due detention charges can be specified and realized. They further stated that detention for overloading are collected in RR through ‘SD’ (Siding Charge) column from June 2016. Thus, suitable provision needs to be made in RR for specifying and realizing detention charges for overloaded wagons through the system.

2.7 Metro Railway, Kolkata (MR): Delay in implementation of Integrated Security System

The Integrated Security System in Metro Railway, Kolkata was yet to be implemented fully five years after the scheduled date of completion. Delay in supply of location plans to the contractor, delay in allowing access to the OFC backbone to the contractor, unclear terms and conditions of the contract etc. led to delay in implementation of the Integrated Security System project. Security measures as envisaged under ISS thus remained incomplete.

The Integrated Security System (ISS) project was included in the Works Programme of Metro Railway/Kolkata (MR) in 2009-10 at a cost of ` 25.31 crore. Accordingly, through an open tender in January 2010, the lowest bidder M/s BCL Secure Premises (P) Ltd., New Delhi was offered the job of supply, installation and commissioning, operation & maintenance of Internet Protocol (IP) based Surveillance System104, at 23 Metro Railway station premises and Metro Rail Bhavan in February 2011 at an all-inclusive cost of ` 17.07 crore. The date of completion was fixed as 23 August 2011. After granting twelve extensions, the contract was terminated on 9 July 2015 due to poor progress of work. Metro Railway Administration paid ` 9.48 crore to the contractor up to April 2014. Metro Railway Administration initiated the process of hiring a new agency for ‘Repairing of baggage scanners and comprehensive maintenance and repairing of CCTV system installed at Metro Railway stations and control Room for three

104 (A) Security related items included baggage screening system, portable scanner, multi zone door frame metal detectors, hand held metal detector, bomb basket, bomb suppression blanket, bomb suit, explosive detector, NLJD super broom advanced and automatic vehicle scanner, CCTV system, Access control, Personal Baggage scanners and Explosive detection & disposal system; (B) CCTV surveillance system included High Resolution Day and Night IP cameras, MPEG-4 Encoder with analytic support, software for secured web interfacing and web cast, video management and analytics software, networking components, workstations for network management and monitoring etc.


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years’ in February and March 2016 respectively. Agency for the same is yet to be appointed (October 2016).

Audit reviewed the progress of implementation of the work and observed that:

� Metro Railway Administration took 17 months to 34 months in responding to the request of the ISS contractor demanding the location plans for CCTV, Door Frame Metal Detectors (DFMD), and Automatic Vehicle Scanners etc.

� The contract conditions inter alia provided for supply of 57 Door Frame Metal Detectors and 60 Hand Held Metal Detectors (HHMD) costing ` 1.06 crore and ` 2.33 lakh respectively. Payment of ` 1.63 lakh was made to the contractor against supply of HHMD. The contract conditions however, did not clearly mention that the contractor was required to supply network equipped DFMDs and also had to network them. It was observed that the DFMDs offered by the contractor were as per Railways' specification and network compatible, but he did not provide the necessary networking. This created a dispute between the Railways and the contractor and the contractor did not supply the accessories including network module. Though no payment was made, 57 multi zone DFMDs were not installed.

� The S&T Department of the railways delayed the access to the OFC backbone to the contractor105 and networking of stations got delayed. As a result, surveillance through CCTV could not be done centrally from Security Control at Metro Bhavan. Further, though CCTVs had been installed, the video analytic software which could facilitate Intrusion Detection, Left Object Detection, Overcrowding Detection, Camera Tampering Detection, help trigger audio-video alarm and provide pre-warning to security personnel (October 2016) was not implemented.

� As per original location plan of installation of CCTV camera, total eight Pan Tilt Zoom (PTZ) cameras, 43 C-mount cameras were to be installed at nine different locations covering Yards, Crossings/Y-sidings & tunnel mouths. These were considered necessary as these were the outlets at different locations other than at stations and were identified as risk areas for infiltration. It was observed that no cameras had been installed on the identified locations as required access to networking was not provided by the Railways (October 2016).

� 23 baggage scanners were installed in October 2012, in each 23 stations for a single direction only, against the requirement of 46 scanners. 14 out of 23 scanner machines remained out of order as on 17 October 2016. Since their installation in October 2012, these 23 scanners remained inoperative for approximately 25 per cent of the time. It was also observed that these scanners were installed without UPS (Uninterruptible Power Supply) in 2012 and the contractor was required to supply these later. However, as the

105 The project commenced in February and was to be completed in August 2011. The access to OFC backbone was given to the contractor by the Railway Administration in April 2014.


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contract was terminated, these were not supplied by the contractor and would have to be purchased afresh.

� From the scheduled date of completion of the project (August 2011) till March 2015, 12 extensions were granted to the contractor mainly on account of the Railway Administration's fault. Only three extensions were granted for delays on account of the contractor with token penalty.

� Security gadgets viz. 25 Bomb Baskets and 25 bomb suppression blankets, Explosive Vapour Detector, NLJD Super Broom Advanced, and Surge Protection Box for CCTV were not supplied.

� Two Automatic Vehicle scanners (UVSS) were supplied, but not installed.

Metro Railway Administration floated two tenders (February & March 2016), one for maintaining the CCTV system for three years and another repair of baggage scanners for one year at an estimated cost of ` 7.96 crore and ` 12.60 lakh respectively. The maintenance contract for CCTV was yet to be finalised and the other tender was discharged.

Thus, five years after the scheduled date of completion only CCTV and baggage screening system could be implemented completely. Delay in supply of location plans to the contractor, delay in allowing access to the OFC backbone to the contractor, unclear terms and conditions of the contract etc. led to delay in implementation of the Integrated Security System project. A number of components of the Integrated Security System viz. access control and explosive detection and disposal system were yet to be implemented. Thus, not only security measures as envisaged under ISS remained incomplete, in the absence of maintenance arrangements for CCTV and baggage scanners and also due to non-implementation of video analytic software and networking of stations for surveillance through CCTV, the expenditure of ` 9.48 crore incurred so far remained largely unfruitful.

The matter was referred to Railway Board in November 2016. In reply they stated (February 2017) that through the ISS contract Metro Railway has received material worth ` 13.58 crore, of which only 70 per cent payment have been made. They further stated that nearly 95 per cent of the supplied material have been installed and Metro Railway is using the installed /commissioned items fully except few installed and subsequently failed defective baggage scanners. However, none of the four parts of ISS were fully completed, six year after the issue of LOA as detailed below:

(a) Access Control - Door Frame Metal Detector supplied, but not installed,

(b) Surveillance System - CCTV installed, but without video analytic software, which would be done by the new agency yet to be engaged,

(c) Baggage Scanner – installed, but some subsequently failed,

(d) Bomb Detection - Bomb suit, Bomb suppression blanket, Bomb basket, Explosive vapour detectior etc. not supplied.


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2.8 Northern Railway (NR):

Short-recovery of license fee from Banks for additional/excess space provided/occupied by them for ATMs

Failure to recover the license fee for additional/excess space provided/occupied by banks for ATMs as per laid down rules and applying wrong category to the stations, led to short recovery of ` 9.40 crore from banks at 97 Railway stations over Northern Railway.

Ministry of Railways during August 2006 to June 2007 signed Memorandum of Understandings (MOUs) with 16 Nationalised Banks for installation of Automated Teller Machines (ATMs) at various stations over Indian Railways. A standard form of agreement was made an integral part of the MOU, which inter-alia, stated that Railways agrees to allot space of 6 sqm to banks for installation of ATMs. For internet ticketing kiosk, an additional space of 1.5 sqm was to be provided. No additional license fee was to be charged for this additional area above 6 sqm. Railway Board on 03 September 2009 issued further instructions that at those locations where it was essential for banks to provide e-ticketing kiosk along with ATMs as per MOU and banks have not done the same; the banks may be asked to complete installation of e-ticketing kiosk latest by 31 December 2009, failing which, the space allotted to them may be reduced to 6 sqm. Railway Board further instructed that � This space of 1.5 sqm may be restored only when the banks provide e-

ticketing kiosk. � At these locations, the agreement with the banks should not be renewed

unless they provide e-ticketing kiosk. � Zonal Railways should also explore the feasibility of making a provision in the

agreement to be signed with the banks in future, for collection of cash generated at the stations and make it with mutual consent.

Railway Board, in August 2012, further clarified that � At the time of renewal of agreement for installation of ATM, the condition

for providing e-ticketing kiosk may not be insisted upon. � At those locations where e-ticketing kiosk have been provided and Banks

have no objection in continuation of the same, they be allowed to continue with the same on the existing terms and conditions.

� At those locations where banks are not interested to continue with the e-ticketing kiosk and they want to remove this facility or e-ticketing kiosk have not been provided at all, banks may be given option of either reducing the area to 6 sqm by making alteration in the kiosk structure at their own cost or to pay enhanced licence fee for this additional area of 1.5 sqm, at double the rate charged for the 6 sqm area.

Scrutiny of records related to allotment of space for ATMs and realization of license fee as well as agreement executed between banks and Northern Railway in respect of 147 ATMs was done. It was seen that in 102 locations allotment of


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space/ area occupied by banks for ATMs was more than 7.5 sqm (6+1.5 sqm for e-ticket kiosks), but licence fee from the banks was recovered for 6 sqm of area only. The area allotted/ occupied by banks in Northern Railway ranged from 5.95 sqm at Patiala by State Bank of Patiala to 27 sqm at Dehradun by State Bank of India. In 97 out of 102 locations, e-ticket kiosk had not been provided. It was observed that at these locations neither the space was reduced to 6 sqm nor license fee for additional space of 1.5 sqm was charged at double the rate (w.e.f 1 September 2012) as instructed in Railway Board’s directive of August 2012. NR Administration did not recover license fee in respect of the additional area occupied at these locations which led to short recovery of license fee of ` 5.02 crore (double the license fee for the extra space) for the period from 1 September 2012 to July 2016. The loss would continue, till remedial action is taken by the Railway Administration. Railway administration also did not raise the issue of excess area provided/occupied by the banks in excess of their agreements. Had railway administration raised the issue they would have realized license fee to the tune of ` 3.46 crore at normal license fee rate. The matter was taken up with the Railway Administration in February and March 2016. In response the Railway administration stated that Banks were asked in October 2014 to deposit license fee at double the license fee for the additional area occupied by them. However, despite lapse of 18 months of issue of notice neither recovery has been made, nor any bank agreed to pay this amount. Agreement with banks further stipulated that the license fee were payable as per category of stations notified by the Railway Administration. It was however, noticed that license fee in respect 13 stations were recovered incorrectly by treating the concerned stations lower than that notified. This resulted in short recovery of ` 0.92 crore as worked out by audit. Thus, failure to recover the license fee for additional/excess space provided/occupied by banks for ATMs as per laid down rules and applying wrong category to the stations, led to short recovery of ` 9.40106 crore from banks at 97 Railway stations over Northern Railway. The matter was referred to Railway Board in December 2016; their reply has not been received (February 2017). 2.9 Eastern Railway (ER): Short earning of revenue due to improper

utilisation of Higher Capacity Wagons

During September 2011 to March 2016, Eastern Railway carried coal for longer lead traffic in lower capacity wagons instead of available higher capacity wagons. While the higher capacity wagons were utilised for shorter lead traffic. This resulted in short earning of revenue to the tune of ` 8.52 crore.

106 ` 5.02 crore + ` 3.46 crore + ` 0.92 crore


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While addressing the Chief Operations Managers’ (COMs) conference on 21 and 22 April 2011, Advisor Traffic Transportation (Mobility), Railway Board observed that the operating mantra ‘CRT’ (Crew, Running, Terminals) had to be given emphasis by the Chief Operating Managers (COMs) while booking freight. The focus area should be Net Tonne Kilometre (NTKM), Stock utilisation, 25 t axle load clearance, reviewing sticky Origin-Destination flows etc. Further, Member (Traffic), Railway Board also stressed (October/November 2014) the need to give higher priority for booking of long lead traffic. The Member also observed that Railways should focus on earnings and not just on loading targets and that the mantra should be to earn more from the same stock. Out of different types of wagons (various carrying capacities) used by Indian Railways, open wagons, such as BOXNHL (70 tonne), BOXNR (69 tonne), BOXN (66 tonne), BOXNEL (67 tonne) and BOXNHA (68 tonne), are used for coal loading in Indian Railways. The BOXNHL wagons have the highest permissible carrying capacity and that should be given preference over other wagons at the time of booking of longer lead traffic to generate more revenue. In Eastern Railway, during September 2011 to March 2016 coal originating from collieries around Pakur and Andal areas was transported to short lead (from 16 to 686 kms) destinations by 454 rakes of higher capacity wagons. Extra earning due to more loading in higher capacity wagons for the said shorter lead traffic was ` 2.85 crore. On same dates 454 rakes of lower capacity wagons were used for transporting coal to longer lead traffic. If higher capacity rakes were booked for longer lead traffic (from 206 to 1746 kms), railways could have earned ` 11.37 crore more. Thus, Railway Administration lost the opportunity to earn additional amount of ` 8.52 crore by supplying rakes of higher capacity wagons for short lead traffic, instead of long lead traffic. The matter was brought to the notice of Railway Administration through a Special Letter (April 2015). Railway Administration stated (May 2015) that supply of rakes for loading depends on the real time availability of the rakes in and around the loading points. It was also stated that higher capacity stock cannot be kept idle only to pick up long lead traffic while short lead traffic is readily available. Further, supply of higher capacity stock is dependent upon a number of parameters such as validity period, circuit of operation, critical situation of power houses, need for conserving the rakes, rake holding, engine holding, route congestion, maintenance block on the route and restrictions. Audit has, however, captured the booking particulars of only those pair of rakes, where on the same dates, both higher and lower capacity wagons were available at the serving stations and also, both long and short lead traffic were booked from the sidings served by these serving stations. As such Audit compared cases where rakes of lower capacity wagons were supplied for long lead traffic and rakes of higher capacity wagons supplied for short lead traffic, from the same loading area, on the same days and on the basis of real time


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availability of both types of rakes. The distance between the points from where these two types of rakes were loaded was only 6 to 48 kms. Further, the parameters stated by the Railway Administration that have a bearing on supply of rakes are general in nature and are applicable equally for rakes consisting of higher capacity wagons as well as other types of wagons. The matter was referred to Railway Board in December 2016; their reply has not been received (February 2017).

2.10 North Central Railway (NCR): Non-revision of interest and maintenance charges of private sidings

Delays in processing the proposal for revision of interest and maintenance charges in respect of six private sidings at various level (i.e. Division & Zonal Headquarter) of NCR Administration resulted in non-billing of charges as per the revised rates and consequential short recovery of interest and maintenance charges of ` 7.82 crore.

Para 1806 of Indian Railway Code for Traffic (Commercial) Department and 1827 of Indian Railway Code for Engineering Department states that the applicant of private sidings should pay annually, interest and maintenance charges to the Railway Administration as follows:

(i) Interest is to be charged on the book value, of the portion of the cost of siding borne by the Railway at the prevalent rate of dividend payable by the Railways to the General Revenue as may be fixed from time to lime, and

(ii) Repair and maintenance charges are to be recovered @ of 4.50 per cent on the cost of the portion of siding borne by the Railway or its present day cost, whichever is higher. For calculating these charges, the cost of the portion of siding borne by the Railway will be revalued every five years in accordance with such general or special orders as may be issued by the Railway Board from time to time.

Further, Railway Board instructions107, inter alia states that in case, wherever private sidings are maintained by Railways, maintenance and repair charges are to be levied on basis of staff cost, tools and plant cost, cost of replacement of small fittings and departmental charges etc. Instructions further state that a review of these charges should be made every five years applicable from 1st April and the interregnum charges be increased by 10 per cent on the base rate every year.

Audit reviewed the records of six private sidings108 of Jhansi Division of NCR, where repair and maintenance are being carried out by the NCR Administration and observed that

107 letter No. 58/ P-7/SA/13 dated April 21/23 1982 108 Reliance Siding, Lalpur, POL Siding, Karari (for M/s HPCL, M/s BPCL, M/s IOCL), BHEL Khajraha, Parichha Thermal Power House(PTPH) Siding Parichha, Diamond Cement Parichha Siding and POL Siding Rairu (M/s BPCL)


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� The bills for interest and maintenance charges in case of these six sidings maintained by Railways were raised at the pre revised rates as fixed on 01 April 1997 (i.e. the initial years of their allotment).

� The revision in rates of interest and maintenance charges every five years as per the above codal provisions and Railway Board’s instructions of April 1982 were due on April 2002, April 2007 and April 2012. It was however seen that the bills were raised at the earlier fixed rates (1997) and these rates were yet to be revised.

� Jhansi Division initiated a proposal for revision of interest and maintenance charges in respect of these six sidings in December 2011. However, the same was yet to be finalized owing to delays at every level viz. delay of 8 to 116 months for submission of proposal by Civil Engineering department, up to three months for vetting by Accounts Department, up to two years for approval by Divisional Railway Manager (DRM) for further submission to Zonal Headquarters and up to 32 months for return of approval from Zonal Headquarter. Final approval of DRM/Jhansi was yet to be given (August 2016).

� Audit assessed amount of short recovery of ` 7.82 crore on account of non-revision of interest and maintenance charges in respect of these six sidings as per the guidelines of Railway Board (April 1982) along with examples of earlier revision (January 2000) by Central Railway, Mumbai.

Thus, delays in processing the proposal for revision of interest and maintenance charges in respect of six private sidings at various level (i.e. Division & Zonal Headquarter) of NCR Administration resulted in non-billing of charges as per the revised rates and consequential short recovery of interest and maintenance charges of ` 7.82 crore. The matter was referred to Railway Board in December 2016; their reply has not been received (February 2017). 2.11 South East Central Railway (SECR):

Loss due to allowing excess free time for combination of manual and mechanised loading in cement sidings

There is an urgent need for policy decision by the Railway Board to prescribe permissible free time lesser than that allowed for manual loading for loading in covered wagons, where a combination of manual and mechanised loading is being used. At present such sidings are allowed free time applicable for manual loading, there is a potential loss of revenue of around ` 6 crore per annum on account of loss of carrying capacity of the wagons.

Railways grant permissible free time for loading/ unloading of wagons depending upon types of wagons (open and covered), working pattern of sidings and nature of loading in Railways terminals/ sidings. There are two types of loading viz. Mechanised loading and Manual loading. Permissible free time allowed is more in manual loading than mechanised loading. Railways impose demurrage charges for time taken in loading beyond permissible time to discourage terminal detention and improve availability of wagons.


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As per Railway Board’s Rate Circular 74 of 2005, mechanised loading is not applicable for covered wagons. Subsequent Railway Board Circulars 84 of 2006 and 01 of 2012 reiterated the same. As per RC 01 of 2012, free time allowed for manual loading of a group of 31 or more BCN (covered wagon) and 46 or more BCNHL (another type of covered wagon) was 9 hours and 11 hours respectively. Moreover, Railway Board clarified in October 2006 and August 2013 that in case both manual and mechanised operations are used for loading/ unloading of a rake, the more restrictive free time i.e. free time for mechanised loading/ unloading will be permitted.

During the check of five109 private cement sidings of SECR, the following loading pattern was observed for loading of cement bags in BCN/ BCNHL (covered) wagons:

Cement bags were brought at loading platform through a conveyer belt, a machine called Auto loader was attached with the belt; the cement bags coming by conveyer belt were put into the wagon by the Auto loader. The loading procedure adopted requires only two persons in wagon, one person handles the Auto loader and another person helps in uniform stacking of bags in wagons. Eight such machines can be operated simultaneously in different wagons. Joint studies were conducted by Audit Team with Commercial staff (February 2013 to February 2016) to assess the time required for loading of one wagon by the system revealed that it takes only 35 to 45 minutes for BCN wagon and 60-70 minutes for BCNHL wagon to be loaded depending upon the carrying capacity of these wagons.

In the light of the above, it is observed in Audit that the BCN rake (42 wagons) and BCNHL rake (58 wagons) should be loaded in five hours and seven hours respectively including ½ hours for rake formation as loading is done in part placements on eight such machines being operated simultaneously against permissible free time for loading of nine hours and 11 hours respectively. As such, though a combination of manual and mechanised loading is being used for loading of covered wagons, these five cement sidings of SECR continue to avail permissible free time for manual loading only. By revising free time as per actual nature and time taken for loading, earning capacity of wagons for four hours per rake could have been increased.

The matter was brought to the notice of Railway Administration in March 2013, February 2014, March 2014, March 2016 and September 2016. During tripartite meeting (June 2015), SECR Administration accepted the audit contention and stated

109Ambuja Cement Siding/ Bhatapara (MRBL/BYT), Ultratech Cement Siding/Hatbandh (MGCH/HN), Ultratech Cement siding/Rawan/Hatbandh (ULCH/HN), Century Cement Siding/Baikunth (CCS/BKTH) and Lafarge Cement Siding/Akaltara (LIPL/AKT)

Mechanised loading of cement being done in a wagon in South East Central Railway


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that the matter was referred (April 2015) to Railway Board for guidance. Further, while replying to the Draft Para in October 2016, Railway Administration accepted that less time is being consumed in loading of cement bags through conveyor belt (mechanised loading) as compared to manual loading by almost 50 per cent. Railway Administration further stated that all old cement sidings have multiple loading platforms which take more time in placement and later amalgamation after loading and average loading time in these sidings was 08.20 hrs.

The reply may be viewed in light of the fact that time required/taken for placement of wagons and formation/amalgamation of rake remains the same for both manual loading as well as mechanised loading. As such, the difference in time taken would be on account of manual or mechanised loading in the wagons and not on account of placement/amalgamation of rakes, which would be done in either case. The fact remains that in the absence of a prescribed free time for mechanised loading in covered wagons, parties continue to avail nine hours of permissible free time. SECR has not conducted study to assess the impact of introduction of mechanised loading on average time of loading in cement sidings and hence they are allowing the same permissible free time of nine hours applicable for manual loading, which needs revision.On the matter being referred to Railway Board, all Zonal Railways have been asked (August 2016) to provide details of mechanised loading of covered wagons.

Therefore, there is urgent need for taking policy decision by the Railway Board to prescribe permissible free time for mechanised loading in covered wagons. Until that is done, higher permissible free time applicable for manual loading will continue to be allowed to these five sidings, where a combination of manual and mechanised loading is being used. This has resulted in potential loss of revenue of ` 18.91 crore during the period from 2013-14 to 2015-16 (upto February 2016) on account of loss of earning capacity of these wagons and railways will continue to suffer loss of ` 0.54 crore per month (` 18.91 crore/ 35 months) till remedial action is taken.

The matter was referred to Railway Board in December 2016; their reply has not been received (February 2017).

2.12 East Coast Railway (ECoR) : Loss on account of non-weighment of rakes

Due to non-weighment of rakes despite existence of weighbridges enroute as well as at the destination station, Railway Administration sustained loss of ` 1.46 crore on account of non-recovery of punitive charges110.

In terms of para 1422 to 1427 of Indian Railway Commercial Manual, Volume-II, loose goods, bulky goods or goods in bulk, which cannot be weighed on the ordinary weighing machine, should be weighed on a wagon weighbridge at the forwarding station if available or at a convenient weighbridge station enroute 110 As per Ministry of Railways Rates circular No.19/2012, Circular No.TC-1/2006/109/6 Part-II, dated 23.07.2012, where the commodities are over-loaded in Railway wagon, the Railway Administration shall recover punitive charges as provided in parts I, II and III of the situation at ‘A’ and ‘B’ of the Schedule, from the consignor, the consignee or the endorsee as the case may be, for the entire distance to be travelled by the train hauling the wagon from the originating station to the destination point, irrespective of the point of detection of overloading.


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which should, as far as possible, be the first weighbridge station. In case of non provision of weighment facilities at forwarding station, freight charges should be invoiced on sender’s declared weight. However, it shall be the duty of the destination station to weigh the rakes not weighed at forwarding station/ enroute weighbridge, if weighbridge is available there and recover undercharges, if due, before delivery of goods. Ministry of Railways (Railway Board) vide their Circulars of October 2004 and November 2004 emphasised that weighbridges should be installed preferably at originating points, so that there is 100 per cent weighment of all rakes. It was further mentioned that in cases, where the wagons were not weighed at the originating point due to non-availability of a weighbridge or due to the weighbridge being out of order, or any other operational reason, the originating station should send a message for weighment of such rakes to the commercial control of the Division where first available enroute weighbridge is located. Divisional commercial control after receiving the message for weighbridge will give memo to Divisional Operating control which will ensure weighment. Further, Railway Board instructed111 (October 2006) that Chief Operations Manager (COM) of each Railway will also notify Alternate Associated Weighbridge where weighment will be done, if the Associated weighbridge is defective and advise the same to all Zonal Railways and Board’s office. Accordingly, Zonal Railways were to notify associated weighbridges and alternate associated weighbridges for each loading point. A reliable means of communication should be set up among the associated weighbridges, alternate associated weighbridges and loading points concerned for communicating results of weighment. Based on the Railway Board’s instructions of October 2006, ECoR notified112 a list of nominated associated weighbridges and alternate associated weighbridges for loading points available in their Railway. For loading station Nayagarh, Kendujhargarh and Sukinda Road were nominated as the associated weighbridge and alternate associated weighbridge respectively. During scrutiny (November 2014) of the accounts and records of Chief Goods Supervisor, Sukinda Road, it was observed that from March 2011 to October 2014, out of total 117 iron rakes booked from Nayagarh/Daitari to Sukinda Road Goods shed, only 17 rakes were weighed at Kendujhargarh (13 rakes) and at Sukinda Road (four rakes) weighbridges. For the remaining 100 rakes, freight charges were recovered on the Sender’s Weight Accepted (SWA) basis despite availability of associated weighbridge at Kendujhargarh and alternate associated weighbridge at Sukinda Road. The reasons for non-weighment of these rakes were not on record. Scrutiny further revealed that overloading was detected in all the rakes for which punitive charge of ` 25.34 lakh was recovered. The total overloading detected in 17 rakes was 1694.6 tonnes and the quantity of overloading ranged 111 Rate Circular No.86/2006 of October 2006 112 vide Commercial Circular No. 125(G)/07 in May 2007 (subsequently revised in August 2014)


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from 7.7 tonnes to 291.35 tonnes. Thus, average excess load and punitive charges collected per rake worked out to 99.68 tonnes and ` 1.49 lakh respectively. The matter was referred to Railway Board in June 2016 with the following observations: (i) There is system failure in observing the instructions of Railway Board.

Although weighment facilities existed at weighbridge at Kendujhargarh and Sukinda Road, out of 117 rakes only 17 rakes were weighed and overloading was detected in all cases. Thus, there was a need to ensure that rakes were subjected to weighment as per RB’s instructions.

(ii) Non-weighment of rakes encourages overloading malpractices, which lead to loss of revenue and damage to rolling stock and tracks as well. Railway Board must ensure that their instructions of weighing the consignments are followed and recovery of penalty is done from the defaulting consignor/ consignee.

In reply, Railway Board informed (December 2016) that weighment of one more rake was done at Kendujhargarh for which punitive charge was collected at Nayagarh and that total number of rakes was 116 and not 117. They further stated that Commercial Circulars of May 2007 and August 2014 stipulates that for the loading point Nayagarh, Kendujhargarh is the associated weighbridge for the loads towards Jakhapura and Sukinda Road is nominated as the alternate associated weighbridge. The reply further stated that for loads upto Sukinda Road, Sukinda Road weighbridge is not nominated as alternate associated weighbridge due to operational constraints. However, the fact remains that out of 116 rakes, all 18 rakes weighed (14 at Kendujhargarh and four at Sukinda Road) were found overloaded. Weighment of remaining rakes at Kendujhargarh was not carried out as the weighbridge Kendujhargarh was out of order for five years eight months (in long spells) during the period May 2009 to October 2015. It was the responsibility of the Railway to ensure that the weighbridge at Kendujhargarh was made operational timely and in case of any delay alternative arrangements to weigh all the rakes from Nayagarh to Sukindia Road should have been made, especially in view of the fact that overloading was detected in all the 18 rakes which were weighed at Kendujhargarh and Sukinda Road during the period 2013-14. On the analogy of average overloading per rake the total quantity of overloading in respect of 98 rakes booked on ‘Sender’s Weight Accepted’ basis works out to 9769.1 tonne and punitive charges of ` 1.46 crore was compromised.


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Chapter 3 Traction

Member Traction at Railway Board is overall in charge of the Electrical department of Indian Railway. He is also responsible for Railway Electrification Workshops (exclusively for locomotives) and Energy/Fuel Management.

At Zonal level, Chief Electrical Engineer (CEE) is responsible for operation and maintenance of Electric Locos, Electric Multiple Unit train (EMU), Mainline Electric Multiple Unit train (MEMU), maintenance and operation of Overhead Electrical Equipment (OHE), electrical coaching stock etc. Maintenance of Diesel locomotives is supervised by Chief Motive Power (Diesel). Production Units (CLW and DLW) are managed independently by General Managers reporting to Member Traction at Railway Board.

The total expenditure of the Electrical department including manufacturing units of locomotives (CLW and DLW) during the year 2015-16 was ` 27593.01 crore. During the year, apart from regular audit of vouchers and tenders, 412 offices of Electrical department including CLW and DLW were inspected by Audit.

This chapter includes two long paragraphs. One relates to Diesel Locomotive Works, wherein Audit assessed the system of indigenization of suppliers for locomotive components and vendor development consequent to Transfer of Technology from a foreign firm. The second long paragraph is related to 'Energy conservation measures in Indian Railways' where Audit reviewed the steps taken by Indian Railways for energy conservation, both for diesel and electric energy.

In addition, this chapter also includes two individual paragraphs highlighting issues such as extra expenditure in import of crankcases, a locomotive component; and extra expenditure due to change of traction from electric to diesel locomotive and vice versa.


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3.1 Diesel Locomotive Works (DLW) :

Indigenization of suppliers for locomotive components and vendor development consequent to Transfer of Technology from foreign firm

3.1.1 Introduction

Diesel Locomotive Works (DLW) at Varanasi was established in 1961 in collaboration with M/s Alco, USA for manufacturing of locos (2600 Horse Power). The first locomotive was dedicated to nation on 3 January 1964. In order to upgrade technology and capacity in terms of High Horse Power (HHP), Indian Railways entered into a contract with M/s General Motors, now renamed as M/s Electro Motive Diesel (EMD) of United States of America (USA), in 1995 for Transfer of Technology (TOT) for manufacturing of 4000 HP diesel electric locomotives at DLW, along with the continuation of production of Alco locomotives. The first indigenous good and passenger version of HHP loco was manufactured at DLW in 2001 and 2003 respectively. DLW is managed by the General Managers under the overall supervision and control of the Railway Board. The General Manager (GM) is assisted by Principal Heads of the Departments (PHODs).

DLW manufactured a total 1783 HHP locos of various types till 31 March 2016. Average production cost of one locomotive of HHP is ` 13.80 crore and the material constitutes 88 per cent of the cost of locomotive.

Table 3.1 – Loco produced during the past five years at DLW, Varanasi Year ALCO Loco HHP Loco Total

2011-12 69 190 259 2012-13 63 231 294 2013-14 38 266 304 2014-15 17 249 266 2015-16 13 317 330

Total 200 1253 1453

Audit examined the progress as regard to TOT and status of indigenization, and vendor development mechanism at DLW during the period 2011-12 to 2015-16. The study has been undertaken with an objective to assess

� Whether TOT obtained from M/s EMD (USA) resulted into reduction of imports and the facilities created after the TOT were utilized for indigenization of loco components.

� Whether adequate vendor base was developed to have multi-sourcing of supplies to ensure competitive prices for procurement of materials.

Audit findings

3.1.2 Continuing imports despite purchase of Transfer of Technology for indigenization

Railway Board entered into an agreement (October 1995) with General Motors, now known as M/s EMD (USA), for TOT relating to 4000 HP, 1676 mm gauge,


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GT46CW Model locomotive and family of Diesel Engines113 on payment of US$ 1.75 crore (in four installments) extending over a period of ten years (1996-2006). The agreement inter alia provided for:

� Complete transfer of technology to manufacture 4000 HP locomotives.

� Complete drawings and details for 5000 plus HP locomotives

The payment schedule for obtaining TOT was decided in four installments viz.

(i) First 30 per cent of total TOT fee was to be paid on receipt of engineering/ manufacturing drawings and project reports,

(ii) Next 30 per cent was to be paid after successful indigenization of 50 per cent of the manufacturing cost of locomotive or after a period of five years whichever is earlier,

(iii) Next 25 per cent of the amount was to be paid after 75 per cent of indigenization of loco, and

(iv) Last 15 per cent was to be made after 95 per cent of indigenization.

Audit noticed that payment of three installments had been made till August 2003 i.e. after expiry of 7.5 years of the contract period. Last installment of 15 per cent was not paid due to non-achievement of 95 per cent indigenization level. At the end of TOT contract (February 2006) DLW claimed to have achieved 70 per cent indigenization. Audit, however, observed that the status of imports had not changed since then (i.e. after further expiry of 10 years) as can be seen from the following table:

Table 3.2 – Share of purchases through imports for last five years (` in crore)

Year Total Purchase Indigenous Imported Percentage of Import

2011-12 2612 1827 785 30.05 2012-13 3071 1642 1429 46.53 2013-14 4222 2563 1659 39.29 2014-15 3500 2560 940 26.86 2015-16 4222 2826 1396 33.06

Overall Average 1250 35.16

It is seen that import percentage as of March 2016 is 33 per cent, which indicates that there is no significant improvement in indigenization after February 2006.

Further, Audit review of the Category ‘A’ items (which constituted 70.22 per cent value of total material consumption in the year 2014-15) revealed that out of 31 such items, 15 items were still being imported even after 10 years of expiry

113 Family of 710 diesel engines means 12, 16 and 20 (locomotive application) only cylinder GM diesel engines.


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of TOT agreement in 2006. Six114 of these items were imported fully and nine items115 partly.

Thus, despite TOT, DLW was yet to attain the envisaged level of indigenization. It continued imports of one-third of its requirement, (average import of last five years 35.16 per cent), by payment of foreign exchange of about ` 1250 crore per annum. Further, most of the imports (almost 91.73 per cent - ` 4329 crore) were made from the single supplier M/s EMD (USA) from whom the technology was transferred. Adequate vendor base for indigenization was also not developed as discussed in Para 3.1.5.

In reply, DLW stated (September 2016) that indigenization was being pursued by design office of Chief Design Engineer (DLW) and a Committee had been constituted in June 2015 to identify items for vendor development for indigenization and multi-sourcing of HHP items in a phased manner.

3.1.3 Non-utilization of facility created for in-house production consequent to Transfer of Technology

Consequent to TOT of HHP Locomotive from M/s EMD (USA) involving payment of US$ 1.75 crore during 1996 to 2006, creation of facilities at DLW were sanctioned in phases for in-house production of components of HHP Locos as given below:

Phase I: ` 43.27 crore was sanctioned during 1997-1998

Phase II: ` 155.54 crore was sanctioned during 1998-1999

Phase I included seven projects which were completed (November 2006). Phase II included nine projects. The project envisaged purchase of Machinery and Plant (M&P) for production of the Crankcase fabrication and machining, Cylinder Head & Liner Machining & Assembly, Turbo Machining and Assembling, Connecting Rod Machining, Piston Pin and Camshaft, Engine Power Pack and Engine & Turbo Test Sales. DLW Administration stated (July 2016) that all the projects were completed except connecting Rod Machining. Audit observed that total four projects/facilities (out of which three were stated to be completed) were either not performing or under-performing.

Audit further noticed that no time schedule had been laid down either by Railway Board or by DLW for completion of these remaining projects. Audit undertook a detailed analysis of these four projects. The results of findings in respect of four such cases are discussed in subsequent paragraphs.

114 Crankshaft, cylinder head stud assembly, cylinder power assembly fork, cylinder power assembly blade, Ecotip super stack injector, AC-AC traction system 115 Turbo wheel impeller balance assembly, turbo inlet scroll assembly, turbo dwelling assembly, machined pistoned, cylinder liner stud, fully machined crankcase, traction alternator, 3 phase induction traction motor, supply of AC-AC traction system.


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3.1.3.1 Connecting Rod Machining: Unfruitful investments of ` 16.63 crore and loss of envisaged savings of ` 75.18 crore

Phase II Project inter alia provided for setting up of facilities for machining of Connecting Rod fork and blade at an estimated cost of ` 14.37 crore in year 1998-99.The expected savings of this project was ` 6 lakh per loco116. Procurement of relevant machines had been going on since October 2003. The implementation of this project was not completed as of July 2016 as the machines117 procured at the total cost of ` 16.63 crore, were not put to use.

Audit further noticed that one of the machines (CNC-HMC) for which purchase order was placed in 2013 could not be procured till date. The procurement of the machine is expected to be completed in October 2017. In reply to Audit query, DLW agreed (June 2016) that production of HHP Connecting Rod could not be started due to non-availability of CNC-HMC machine and same was expected to be commissioned by October 2017.

Thus, the whole project, despite expenditure of `16.63 crore and under implementation since 2003, had remained non-operational over the years. Due to non-completion of the project, DLW had to procure loco components (connecting rod blade and connecting rod fork) from outside sources (indigenous as well as foreign suppliers). In respect of 1253 HHP locos manufactured during 2011-12 to 2015-16, the expected savings of ` 6 lakh per loco (` 75.18 crore for 1253 locos) could not be derived. The machinery procured over the years is also liable to become obsolete and usability might have been impaired as 10-12 years have already passed since its commissioning and lying idle.

3.1.3.2 Cylinder Head, Liner Machining and Assembly: Unfruitful expenditure `21.81 crore and loss of expected savings of ` 125.30 crore

Phase II Project inter alia provided for setting up facilities for in-house manufacturing of Laser Hardened Cylinder Liner Stud Assembly at a total cost of ` 13.22 crore. The saving expected was ` 10 lakh per loco. Eleven machines118 for this project were procured and installed between 2004 and 2014 at a total cost of ` 21.57 crore.

Audit observed that a Laser Hardening Machine (Surface Hardener) procured in March 2004 at a cost of ` 6.19 crore from M/s Sunag Engineering Corporation, USA was commissioned in December 2006 after a delay of two and half years. The machine went into breakdown in December 2011 due to its defective electrodes and capacitors. During the period December 2006 to December 2011, the machine was intensively being utilized for surface hardening operation on cylinder liner of locos. The retro-fitment was sanctioned only in February 2015 116 calculated in the year 1998-99 117 Ultrasonic Washer, Buffing Machine, Dot matrix stamper, Wheel blast, Internal Grinder, Creep Feed Grinder, Induction hardening 118 Laser hardening, bead blast, liner washer, liner leak tester, CNC-VTL, profile check gauge, HMC, Paint booth, Honing machine, radial drill, EOT crane.


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after delay of more than three years. The retro-fitted machine was received in January 2016 which was yet to be commissioned. Due to breakdown and delay in retro-fitment of the machine, raw material worth ` 2.17 crore purchased in 2008-10 for manufacturing of Cylinder Liner Stud Assembly had been lying in stock unutilized. Further, Honing machine received in July 2014 at a cost of ` 4.13 crore was also not yet commissioned.

In reply, DLW accepted (July 2016) that during the last five years, Cylinder Liner Stud Assembly had never been manufactured and requirement was met from imports only from M/s EMD (USA).

Thus, the entire expenditure of ` 21.81 crore incurred on creation of facilities for in-house production of Laser Hardened Cylinder Liner Stud Assembly remained unutilized. Further, the expected savings of ` 10 lakh per Loco estimated in the year 1998-99 could not be achieved. In respect of 1253 HHP locos manufactured during 2011-12 to 2015-16, the expected savings of precious foreign exchange worth ` 125.30 crore could not be derived.

3.1.3.3 Piston Pin and Camshaft: Unfruitful expenditure ` 18.47 crore and loss of expected savings of ` 313.25 crore

Phase II Project inter alia provided for an amount of ` 17.27 crore for setting up of facilities for in-house manufacturing of Piston, Pin and Camshaft. The expected saving of this project was ` 25 lakh per loco. Six machines119 were purchased and commissioned between April 2003 and December 2013 at a total cost of ` 12.66 crore.

Audit observed that in addition to above machines, DLW separately procured (under M&P programme 2008-09), a CNC Cam Grinding machine at a cost of ` 5.81 crore from M/s Morara, Italy for in-house manufacturing of above items. The machine was commissioned in February 2011. However, the machine remained in breakdown condition since March 2011.

Despite creation of facilities at a total cost of ` 18.47 crore (` 12.66 crore + ` 5.81 crore) for in-house manufacturing of Piston, Pin and camshaft, it was observed that 17081 Piston Pin at a total cost of ` 32.28 crore were imported during 2011-12 to 2013-14 from M/s EMD (USA). Further, 8817 Piston Pin at a total cost of ` 10.91 crore were purchased from indigenous sources during 2012-13 to 2015-16 due to non-functioning of CNC Cam Grinding machine commissioned in February 2011. Similarly, 3465 Camshafts were purchased from indigenous sources during last five years at a total cost of ` 57.82 crore. DLW could produce in-house only 137 Piston Pin and 7 numbers of Camshafts during 2014-15 and 2015-16.

119 CNC chucker milling machine, CNC cam milling machine, CNC horizontal machining centre, turning centre, drilling machine, cam milling machine


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In respect of 1253 HHP locos manufactured during 2011-12 to 2015-16, the expected savings of ` 25 lakh per loco (` 313.25 crore for 1253 locos) could not be achieved.

3.1.3.4 Shortfall of in-house production of Crankcase: Wasteful expenditure ` 45 crore and loss of expected savings of ` 290 crore

Phase II Project, inter-alia, provided (November 2010) for procurement of Machinery and Plant for Crankcase fabrication and machining at a total cost of ` 18.72 crore and ` 35.21 crore respectively. The savings of ` 50 lakh per loco on account of in-house fabrication and machining of Crankcase was expected to be achieved. For machining of crankcase, one portal milling machine received in September 2004 was commissioned in June 2005, but it was handed over to Workshop for regular production only in November 2008, after delay of three years.

Further, for setting up facilities for production of 200 Locomotives, Railway Board sanctioned (2008-09) an amount of ` 78.46 crore. Two portal machines were required for the machining of 200 Crankcases per year. As such, the second machine was sanctioned (estimated cost ` 33.02 crore) along with the provision for construction of a New Block Shop (cost of ` 13.96 crore) to accommodate new portal milling machine.

Audit observed that against the indent (May 2008) of DLW, Central Organisation for Modernisation of Workshop (COFMOW) awarded (June 2010) the contract for procurement of the machine to M/s Cincinnati Machining, USA through an Indian agent M/s MAG India Ltd., Bangalore with scheduled delivery time as May 2011. On receipt of the foundation drawings submitted by the firm, DLW realised that sufficient space was not available in New Block Shop and therefore cancelled the order in September 2012.

This implies that new Block Shop was constructed to accommodate new portal machine disregarding the dimensions of the portal machines and also without waiting for foundation drawings of the machine.

While portal milling machine against the indent of May 2008, was under procurement, DLW obtained a separate sanction under M&P works programme 2010-11 for ` 45 crore for purchase of third portal milling machine. On the indent (April 2010), COFMOW procured the machine from the same contractor (M/s Toskurim, Czech Republic) in August 2014 and the machine was commissioned in November 2015.

COFMOW concluded (September 2013) another contract with M/s Toskurim, Czech Republic through their Indian agent M/s Swastik Overseas, New Delhi for procurement of the milling machine, which was received in May 2015, but yet to be commissioned.

During 2011-12 to 2015-16, DLW fabricated 673 crankcases of which only 556 crankcases could be machined at DLW. Machining of the remaining crankcases


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was outsourced. Further, to meet their overall requirement, DLW procured 580 machined crankcases from M/s EMD (USA) for their remaining (1253-673120) requirement.

Thus, outsourced procurement of 580 crankcases resulted into loss of envisaged savings of ` 290 crore @ ` 50 lakh per Crankcase.

Thus, it could be seen from above instances that indigenization project envisaged in the year 1998-99 after procurement of TOT worth US $1.75 crore and commenced in the year 2003, is not yet complete even after lapse of 13-14 years and there is hardly any reduction in dependence on outsourcing in general and on imports in particular. The envisaged savings of ` 803.73 crore by DLW through these indigenization projects were not achieved.

3.1.4 Wasteful expenditure in production of 5500 HP locos: ` 54.51 crore

Transfer of Technology contract concluded with M/s EMD (USA) in 1995 also included provision of complete drawings and details for 5000 plus HP locomotives. On the basis of TOT received, Rolling Stock Programme (RSP) for 2009-10 had provided for manufacturing of 30, 5500 HP locomotives at a total anticipated cost of ` 420 crore. Keeping in view the advantages of improved fuel efficiency and emission control with higher balancing speeds as envisaged in the designing of 5500 version designed by DLW and RDSO jointly in consultation with M/s EMD (USA), Railway Board directed (October 2010) to procure materials for 10 prototype 5500 HP locomotives.

Audit observed that for manufacturing of 10 locos, DLW procured material worth ` 173.04 crore including imported material worth ` 63.76 crore. DLW manufactured the first prototype of the loco during 2011-12 at a total cost of ` 17.29 crore and dispatched (January 2013) to Sabarmati diesel-shed of Western Railway. The loco was commissioned in February 2015 after two years due to delay in clearance by Commissioner of Railway Safety. During the operation, multiple problems were reported (April 2015). The second loco manufactured by DLW at a cost of ` 18.62 crore during 2014-15 was also dispatched to Sabarmati Diesel Shed which was commissioned in July 2015. This loco also showed multiple problems such as Electrical/Mechanical maintenance and design during the operation.

While analyzing the loco problems, Railway Board found (September 2015) that the height of locomotives was beyond Indian Railway Schedule of Dimensions (IRSOD) and convened DLW and RDSO to sort out the problem. While problems in first and second Locos were under study, DLW manufactured three more locos and dispatched to Gooty Diesel Shed of South Central Railways.

Thus, without assessing the performance of two prototype locos and without fine-tuning the design, DLW continued to manufacture these locomotives disregarding the multiple problems faced in first and second loco observed in 120 Crankcases fabricated in-house


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the diesel-sheds. This resulted in wasteful expenditure of ` 54.51 crore (average manufacturing cost of ` 18.17 crore) in manufacturing of three locomotives, for which DLW should have waited until the results of the prototype were known and design fine-tuned accordingly. Further, material worth ` 55.12 crore purchased during 2011-12 is also lying in stock as of date.

In reply, DLW stated (August 2016) that on advice of Railway Board in May 2014, production of 5500 HHP locomotives were continued. It was further stated that decision taken in September 2015, did not speak to put on hold the further production which was started in November and December 2014. Reply of DLW reflects complete lack of sense of commitment towards their own responsibilities. If Railway Board did not ask them to put on hold further production, they should have requested Railway Board to let them put on hold further production until the appropriateness and efficacy of new design was proved.

3.1.5 Non-development of new vendors

As per bid conditions for procurement contracts, the purchases of items is to be made from RDSO or DLW approved sources. Further, as per Railway Board instructions (September 1999), Vendor Development Cell at DLW was required to lay down norms for development, inspect firms for their approval, review the vendors based on quality and performance of material supplied, upgrade vendors from Part II to Part I or from development to regular status and vice versa. At DLW, Chief Designing Engineer (CDE) is responsible for development of vendors for supply of various items of HHP locomotives.

It was observed that CDE, DLW had not laid down any norms/ procedure for vendor development. There was no register / list of receipt of applications, assessment and registration of vendors for their development. In reply to Audit query, CDE admitted (February 2016) that there was no written procedure for assessment and development of new vendors. They however, informed that online registration was now running with effect from May 2015. The list of Vendor Assessment Forms received, assessed and registered were called for by Audit. These were however, not made available to Audit by the CDE. CDE also did not provide details of new vendors added to Vendor List in the last five years. The status of vendor base (approved sources) in respect of DLW controlled items (2110 items), as provided by DLW as on 31.3.2016 was as under:

Table 3.3 - Number of indigenous approved sources Divisions Total Items ‘Nil’ Single Two ≥ 3 1. Electrical Machine 141 9 69 24 39 2. Engine 982 351 273 212 146 3. Traction Control 83 25 18 18 22 4. Vehicle 904 22 43 51 788 Grand Total 2110 407

(19%) 403

(19%) 305

(14%) 995

(47%)


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Analysis of the above data showed that

� About 19 per cent of the total items had no indigenous sources and for their procurement, DLW was fully dependent on imports.

� For about one third of the total items, there were monopolized sources of supply as single or two sources in totality.

� For about only less than 50 per cent items the number of vendors was three or more.

Test check of 48 high value items (Category A and B) over five years of RDSO/DLW controlled items in Vendor Directory revealed that

� Out of 39 items having single Part I source in 2011-12, for 17 items (44 per cent) DLW continued to have a single source in 2015-16; for 18 items there was one Part I source, for two items two Part I sources and for the remaining two items three Part I sources only were added during 2015-16.

� Of the nine items having two Part I sources in 2011-12, five items (55 per cent) continued to have two Part I sources and for remaining four items one Part I source for each item was added during 2015-16.

Thus, DLW made only minor additions in the list of existing vendor base, which resulted in weak implementation of the development of multi-sourcing policy of the Indian Railways.

Also, non-development of new vendors led to continued dependence upon the foreign supplier leading to expenditure in foreign currency and resulted in monopolization in certain items. Audit also noticed cases of procurements, where DLW’s failure to develop new vendors, led to dependence on foreign supplier or single supplier. Audit findings on these cases are discussed in subsequent paragraphs.

3.1.5.1 Rejection of tenders pending suitability assessment

While reviewing the tender cases of procurement for last five years, Audit noticed two instances where the tenders from new suppliers were rejected on the ground of suitability assessment pending/ to be decided later, though there was sufficient time available for completion of suitability assessment as the time taken between tender opening and its finalization was about three months or more. In these cases, the benefit of cheaper competitive price was not availed by DLW, due to non-completion of suitability assessment as discussed below:

� In response to tender floated for Cylinder Head Stud Assembly, six tenders were received on 4 July 2011. DLW rejected (30.09.2011) all the lower priced offers on the plea of pending suitability confirmation from RDSO and awarded the purchase order to M/s EMD (USA) at the highest tendered rate of ` 54151 per item in October 2011, for purchase of 2366 numbers at a total cost of ` 12.81 crore. The tenders received in July 2011 were actually accepted in October 2011 and during these three months DLW could have


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obtained suitability of lower priced tenders from RDSO, instead of rejecting the same.

� In response to tender floated for purchase of Cylinder Head Stud Assembly, seven tenders were received on 3 June 2013. Offer of L1 to L5 ranging from ` 42,994 to ` 60,223 were rejected (22.07.2013) on the ground that the suitability for placing order to be given/decided later on. Offer of L6 M/s GE India Pvt. Ltd at ` 69936 was considered for extended trial order for 592 Cylinder Head Stud Assembly. DLW placed regular order of 3372 items upon M/s EMD (USA) @ ` 70712/- (the highest rate bidder) in August 2013. It was observed that the tenders received in June 2013 were actually accepted in August 2013 and during this time, DLW again could have obtained suitability of lower priced tenders from RDSO, instead of rejecting the same.

� It was further observed that in the above two instances, lower offers of M/s Maven Engineering Corporation, USA and M/s Ashok Iron works, Belgaon, (both are unapproved sources) were not considered by the Tender Committee.

It is evident from the above instances that DLW failed to take opportunity to develop indigenous sources at lower prices and continued to procure materials from foreign supplier at higher costs.

3.1.5.2 Continued purchases from single source

Review of records for procurement of various items at DLW, showed that even for non-technical/low-technical items, procurement from single suppliers continued years after years and no new vendor was allowed entry in the exiting vendor list leading situation of monopoly. This would be evident from the following instances:

i) Ecotip Injector

Ecotip Injector is critical assembly of fuel injection system, consisting of fuel metering pump and nozzle. In vendor directory, only M/s Inter-State Mcbee LCC, USA was listed as Part I approved source. No Indian source had been developed and approved despite the fact that a development order was placed on M/s Bosch Limited, Bangalore, which was successfully completed in March 2013.

DLW had been importing this item from the foreign supplier since 2003 onwards and purchased 36917 Ecotip Injectors between August 2001 and March 2016, at the rate ranging from US$ 395 to US$ 562, without any competition. Of these, DLW purchased 6000 Ecotip Injectors were purchased in 2013-14, 2507 in 2014-15 and 6177 in 2015-16. Thus, even after lapse of 15 years, DLW had not developed indigenous sources of this item.

ii) Radiator Cooling Fan

Radiator Cooling Fan is required for cooling of locomotives. DLW obtained technology of this item from M/s EMD (USA) and transferred to M/s Daulat Ram Engineering Services Private Limited (DRESPL), Bhopal. This item was first


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procured in April 2005 from DRESPL at the rates ranging from `3.17 lakh to `4.55 lakh per unit and subsequently, at rates ranging from ` 4.23 lakh to ` 5.31 lakh up to October 2015 without any competition (3975 fans procured March 2001 to October 2015). Tenders though invited and offer received from other firms, were rejected on the ground of unsuitability and unapproved source. This led to monopoly of M/s DRESPL, rates of which were being accepted by comparing its own last purchase rates. No cost break up of rate of single source had been analyzed and found on record.

iii) Sealant compound

Sealant compound is required for application for pipe sealant which is a lock for high pressure for hydraulic & pneumatic fitting. DLW had been purchasing this item from a single source, M/s New Engineering System Pvt. Ltd. Varanasi at the rate ranging from ` 4990 to ` 7014 per kilogram from February 2008 to September 2013. DLW purchased 4886 Kilograms of item at total cost of ` 3.36 crore from above firm between 2008 and 2016 by rejecting other offers received.

In test check, Audit noticed that DLW received three offers in July 2014. The lowest offer was from M/s Haryana Chemical at ` 4357 per kg. However, the lowest offer was rejected on the ground that it had not mentioned the name of product in the offer and never supplied similar type of material to DLW. The rejection of lowest offer was not correct as in the tender tabulation statement it was stated that the firm had complied with SOR and indicated name of product as (GRIP) also. The highest priced offer of M/s New Engineering, Varanasi at ` 7154 per kg was accepted and Purchase Order placed in September 2014 for Purchase of 685 kgs at the total cost of ` 49.02 lakh. The rejection of lowest offer resulted in extra expenditure of ` 18.89 lakh in one Purchase order and also led to non-development of new source.

iv) Floor Mat

Audit scrutiny revealed that DLW purchased Floor Mat from M/s Emprise Marketing, Lucknow continuously since 2011-12. The eligibility criterion for the purchase of this item was that the tenderer should be a past supplier. Due to this unwarranted eligibility criteria, new suppliers could not become eligible for the said item. A total of 1235 floor mats had been purchased from M/s Emprise Marketing, Lucknow continuously from 2011-12 to 2015-16 as single source at a total cost of ` 51.55 lakh and DLW restricted the entry of new suppliers.

Thus, DLW did not take effective steps for development of new sources to ensure competitive rates and continued to remain largely dependent on the single source supplier.

3.1.6 Conclusion

Indigenization project envisaged in the year 1998-99 after procurement of TOT worth US $1.75 crore and commenced in the year 2003, was not completed


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even after lapse of about 13-14 years. As a result, DLW continued import from foreign/indigenous suppliers and could not achieve savings as envisaged. DLW also did not take effective steps for development of new sources to ensure competitive rates and continued to remain largely dependent on the single source suppliers. Considering that IR is now going in for massive electrification as electric traction is considered more environment friendly as well as economical, indigenization project in DLW needs a fresh look before large scale investment is committed to this project.

The matter was referred to Railway Board in January 2017; their reply has not been received (February 2017).

3.2 Diesel Locomotive Works (DLW):

Extra expenditure of ` 59.28 crore in import of crankcases

Despite specific instructions of Railway Board (August 2014) not to import crankcases, but to improve in-house production and indigenous sources and also to revise the production plan of locos, if required, DLW violated directives of Railway Board and continued import of crankcases from M/s EMD at higher cost and incurred extra expenditure of ` 59.28 crore in importing 81 crankcases between September 2014 to November 2015.

Crankcase Machining Assembly (Crankcase) is a main structural part of High Horse Power (HHP) Locomotives. Consequent upon Transfer of Technology (TOT) of manufacturing HHP Locomotives from M/s General Motors (now M/s Electro Motive Diesel (EMD)) of United States of America, Railway Board sanctioned (July 1999) ` 155.54 crore for creation of infrastructure at Diesel Locomotive Works (DLW), Varanasi for in-house fabrication and machining of 100 crankcases per year. For enhancing the capacity to 150 crankcases per year, Railway Board sanctioned ` 97.69 crore in the Works Programme 2008-09.

Audit reviewed the records related to procurement of crankcases by DLW since 2013-14. It was observed that in response to the tender floated by DLW in August 2012, three121 quotations were received (October 2012) for procurement of 168 crankcases for production of HHP locos during 2013-14. The lowest rate (` 69.96 lakh per unit) was received from M/s EC Blades & Tool, Panchkula (L1). High Level Tender Committee (TC) of DLW though recommended this firm for development order, L2 was not considered due to pending orders and regular purchase of crankcases was recommended from L3, M/s EMD at the rate of ` 124 lakh per unit. The reasonability of rates was justified by comparing the same with the last purchase rate of M/s EMD itself. TC recommendation was sent (December 2012) to Railway Board, which was returned back to DLW stating that recommended rate was not compared with the cost of in-house production and indigenous sources. TC then compared the rates and found that recommended rate was 109 per cent higher than in-house production rate of `

121 M/s EC Blades & Tools Pvt..Ltd. Punchkula (1st Lowest), M/s Amtek Transportation Systems Limited/New Delhi (2nd lowest) and M/s EMD/USA (3rd lowest but DLW Part I source).


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59.42 lakh per unit and 72 per cent higher than the rate of the indigenous source (` 73.80 lakh). Subsequently, DLW submitted (January 2013) supplementary recommendations of TC to Railway Board. Railway Board, directed (May 2013) DLW for negotiation with M/s EMD to explore the possibility of reduction in rates. However, despite negotiations, the rate was not reduced by M/s EMD and DLW recommended the same rates to Railway Board. Finally, in August 2014 Railway Board while communicating the following observations of Hon’ble Minister of Railways (MR) directed DLW to furnish the comments on the said observations and re-submit the case:

1. The cost of importing fully machined crankcase is 2.5 times that of the in-house production as well as sourcing indigenously. It is stated that balance quantities have been planned to be sourced indigenously. However, it is not stated as to what steps are being taken to source indigenously.

2. The production capacity status of indigenous firms has been assessed as on 2012, but the same has not been updated as on today, which might have undergone considerable changes and may enable us to source indigenously more quantity than procuring the crankcase assembly by trade.

3. It is surprising to note that other than our in-house production, there is only one source of supply, which is quite expensive one also. Does it mean that in the entire world, every other Railway is procuring only from this single source? If not, why Indian Railways is confined to this single source?

4. There is a possibility of reduction in DLW’s loco production and accordingly the requirement of crankcase assembly should also come down.

5. Fresh look at the entire tender is needed and purchase proposal should be revisited on account of higher import cost, indigenous sourcing not encouraged and reduction in the need for locos.

In view of the above observations of Railway Board, TC of DLW recommended (September 2014) that the projected in-house production and supply from indigenous sourcing will meet the requirement and the tender was finally discharged. The TC further stated that for the year 2014-15, they had already met the shortfall of 19 crankcases through emergency procurement and that from 2015-16 onwards, in-house production capacity would be able to meet the requirement of 240 crankcases including supply from all the indigenous firms.

Audit observed that the General Manager, DLW in exercise of his delegated financial powers for emergency procurement, had imported 176 crankcases from the same firm, M/s EMD during March 2013 to March 2014 at the higher rates ranging between ` 127 lakh to ` 149 lakh through nine Purchase Orders as given in the following table:


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Table 3.4 Comparison of cost between cost of import and in-house production Purchase

Order No & date

Quantity FOB Rate in US $

Landed rate in lakh (`)

In-house production rate in lakh

(`)

Difference in lakh (`)

Extra expendit

ure in lakh (`)

Import during March 2013 to March 2014 13111865 dt.21.03.13

35 1,76,313 127 59.42 67.58 2365

13111883 dt.25.05.13

35 1,75,750 128 59.42 68.58 2400

13111913 dt.17.08.13

30 175,750 145 59.42 85.58 2567

13111971 dt.30.10.13

33 1,75,750 148 59.42 88.58 2923

14112100 dt.22.02.14

10 1,75,750 149 59.42 89.58 896

14112102 dt.01.03.14

33 1,75,750 149 59.42 89.58 2956

Total 176 14107 Import during September 2014 to November 2015

14112164 dt.23-09-14

25 1,75,750 139 59.42 79.58 1990

15112322 dt.02-04-15

32 - - - - 1860

15112400 dt.02-11-15

24 1,67,762 146 59.42 86.58 2078

Total 81 5928

From the above table, it can be seen that rates were 2.14 times to 2.5 times more than the in-house rate (` 59.42 lakh) involving additional cost of ` 141.07 crore.

Despite discharging the tender in September 2014, General Manager, DLW continued procurement from M/s EMD and imported another 81 crankcases during September 2014 to November 2015 in contravention to the Railway Board’s observations. This procurement was made without the prior approval of Railway Board.

Thus, even after specific instructions of Minister of Railway not to import crankcases and to improve in-house production and indigenous sources, DLW imported further 81 crankcases resulting in extra expenditure of ` 59.28 crore during the period from September 2014 to November 2015.

In reply, DLW Administration stated (August 2015) that as acceptance of tender opened in October 2012 was pending with Railway Board, emergency purchase was made to meet the target of 270 HHP locomotives as production capacity at DLW was limited to 108 crankcase per year. It was also stated that prior approval of Railway Board was not required in emergency purchase of


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crankcase. DLW further cited the breakdown of fabrication machine122 as the reason for import beyond August 2014.

Thus, there were specific instructions of Railway Board (August 2014) not to import crankcases, but to improve in-house production and indigenous sources and also to revise the production plan of locos, if required. DLW however, violated directives of Railway Board and continued import of crank cases from M/s EMD at higher cost and incurred extra expenditure of ` 59.28 crore in importing 81 crankcases between September 2014 to November 2015.

The matter was referred to Railway Board in January 2017; their reply has not been received (February 2017).

3.3 Energy Conservation measures in Indian Railway

3.3.1 Introduction

Indian Railways (IR) is one of the largest transportation and logistics networks of the world, which as of March, 2016, inter alia runs 23,024 trains (passenger and goods) daily throughout its networks of 66,687 route kilometers connecting areas across the length and breadth of the country. IR carries nearly 3.03 million tonnes of freight traffic and 22.5 million passengers every day.

Total expenditure on energy/fuel during 2015-16 was ` 25783.63 crore as compared to ` 16730 crore in 2010-11. Considering such growing annual expenditure on energy consumption (diesel as well as electricity) for train operations efforts made in the area of energy conservation are of utmost significance. Efficient use of available resources of energy and effective monitoring of implementation of energy conservation measures are the catalyst in promoting efficiency and reduction of Energy bills. Indian Railways has taken several measures for energy conservation including:

a) Introduction of Three Phase Electric Locos and EMUs with regenerative braking features saving up to 20- 30 per cent of the energy.

b) Saving energy through improved measures in diesel traction such as: � Shutting down of locos where expected detention is more than 30

minutes and � Monitoring the fuel consumption with reference to Trip Ration123.

c) Energy Audits to improve energy efficiency of Railway offices, stations buildings and workshop

Audit studied the fuel conservation measures taken up by Indian Railways during the six year period from 2010-11 to 2015-16 to assess their effectiveness.

3.3.2 Energy Conservation- Electrical Energy

Audit findings on the measures initiated by Indian Railways on electricity usage are discussed in the succeeding paragraphs.

122 Portal Milling Machine. 123 Quantity of fuel required in diesel loco for its scheduled journey over a designated section


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3.3.2.1 Implementing the Three Phase technology in locomotives

With the increase in the train loads and need for the higher speed (both for passenger and freight trains) to enable hauling of more traffic with the existing infrastructure, it became important to upgrade existing technology of electric locomotives and thus IR decided to go for most modern Three Phase High Horse Power (HHP) electric locomotives, in which regeneration of power is available. About 15-20 per cent energy, is regenerated in the process of braking. Regenerative braking effort is available from the full speed till dead stop. Consequently, the overall efficiency of operations is higher. Maintenance cost of a 3-phase locomotive is also less as compared to conventional locos.

IR acquired 30 (10 passenger and 20 freight) High Horse Power (HHP) state of the art microprocessor controlled three phase drive electric locos from M/s Bombardier Transportation (earlier called ABB), Switzerland along with transfer of technology (TOT) to manufacture them indigenously at Chittaranjan Locomotive Works (CLW). First indigenously built 3-phase electric locomotive was turned out by CLW on 14 Nov 1998.

As of 31 March 2016, CLW manufactured 1075 three phase HHP locomotives, which included 705 freight locos and 370 passenger locos. During this period CLW also manufactured 2206 conventional Electric Locos. As such, 76 per cent of the total electric locos manufactured during 1998-99 to 2015-16 were conventional. The last conventional loco was turned out from CLW in October 2015. From 2016-17 onwards, no targets have been fixed for production of conventional locos and production of conventional locos has been stopped. Thus, IR has switched over from conventional electric locos to HHP three phase locos completely.

3.3.2.2 Non-induction of Three Phase Technology in Electric Multiple Units (EMUs)

Ministry of Railways decided to replace the existing Electrical Multiple Units (EMUs) with the new ones fitted with regenerative brakes by adopting three phase technology with Insulated Gate Bi-polar Transistor (IGBT) based system initially in Mumbai suburban area of Western Railway and Central Railway. During braking, the system is capable of regenerating 25 to 30 per cent of the energy used and these passenger trains have the ability to draw the same from the Over Head Equipment (OHE). The regenerated electrical energy reduces the consumption of equivalent grid electrical energy required by the powering train, thereby conserving electrical energy. Regenerated energy is recorded in the device (Data Card) fitted in the locomotive.

Audit reviewed records in respect of energy regeneration in the Three Phase EMUs for the period 2010-11 to 2015-16. Review of related records for the year 2010-11 to 2015-16 relating to 153 EMUs (85 EMUs in CR) and (68 EMUs in WR) revealed that electricity regeneration almost near the target of 35 to 40 per cent as indicated in the table below:


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Table 3.5 Period Number of

EMUs test checked

Target for energy regeneration (%)

Energy regenerated (range

in %) 2010-11 to 2015-16 CR-85 35 – 40 28 - 43 2010-11 to 2015-16 WR-68 35 – 40 32 - 37

It was however, noticed that EMU over NR, ER and SER were not provided with regenerative braking features and EMUs with power regeneration features were provided in CR and WR only.

In view of the benefits derived in terms of the energy regeneration, IR needs to introduce regenerative braking features in EMUs of other Zonal Railways (NR, ER and SER) as well, where EMUs are run.

3.3.2.3 Feeding back of regenerated energy to Grid and claiming credit from Power Supply Companies

Three phase electric locomotives and EMUs inducted by Indian Railways have features of regenerative braking. The energy regenerated is being monitored through the energy meters installed in the locos. Regenerated energy could be used by the trains running in opposite direction. If no train is running in opposite direction, the regenerated energy would be fed back to the grid. Though the energy regenerated is fed to the grid, there is no metering arrangement/mechanism in regard to the energy fed back to the grid or used by the locos in the close vicinity. Further, there is no arrangement between the Railway Administration and the respective power supplying companies/State Electricity Board for claiming credit for the unused portion of the regenerated energy fed to the grid.

During the review of the records of Chief Electrical Engineer (CEE)/CR/Mumbai it was seen that though 3 Phase Electric Locos in Central Railway regenerated the power and fed such power to Maharashtra State Electricity Distribution Company Limited (MSEDCL) grid system, no credit was, however, given to Central Railway by MSEDCL. Though Chief Electrical and Distribution Engineer (CEDE) had taken up the issue with Maharashtra Electricity Regulatory Commission (MERC) regarding the methodology by which Railway had to register as a power producer to get credit of regenerated energy, no final action in this regard was taken (December 2016).

The matter of obtaining credit for the regenerated energy was also taken up by Traction Department of Bangalore division in SWR with Chairman, Bangalore Electricity Supply Company (BESCOM) in 2012. BESCOM, however, replied that there were no guidelines regarding net metering of an installation where power is regenerated and supplied to the grid. Matter was also referred (May 2014) to the Karnataka Electricity Regulatory Commission (KERC), no response was, however, received.


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It is thus seen that though Railways have been able to derive savings in the energy consumption as a result of regenerative features of Three Phase technology, they have not devised any mechanism for metering and claiming credit for the unused portion of the regenerated energy fed to the grid.

3.3.3 Energy Conservation - Diesel Energy Audit reviewed the measures initiated by Indian Railways specific to diesel usage. Audit findings are discussed in the succeeding paragraphs.

3.3.3.1 Shutting down of Diesel locos when expected detention is more than 30 minutes

Railway Board (May 2008) reiterated their earlier policy of shutting down locos when the detention at any location was likely to be more than 30 minutes. Operating Department (control room) should inform driver if expected detention was more than 30 minutes at any place and instruct the driver for switching off the loco. In the ATN on Para 2.1 (Fuel Management in Indian Railways) of Report No. 9 of 2000, Railway Board stated that locos were shut down to the extent operational exigencies permit and it was not always possible to predict the duration of detention. It was, however, observed that there was no mechanism of shutting down locomotives in all cases where expected detention was more than 30 minutes.

En-route detention of goods trains involves avoidable fuel/energy consumption. To analyze the extent of en-route detention across the zones, Audit collected the details of goods train detained en-route for 30 minutes and more from CRIS for the month of March 2015 and December 2016. The data furnished by CRIS showed that shutting down of locos was not done in cases of enroute detentions in excess of 30 minutes. The cost of diesel and electricity consumed as a result of detention of locos beyond 30 minutes is shown in the table below:

Table 3.6 Month of test check

Diesel traction Electric Traction Nos. of

occasions the locos

were detained

Locos detained

beyond 30 minutes (in

hours)

Cost of diesel

consumed (` in crore)

Nos. of occasions the locos

were detained

Locos detained

beyond 30 minutes (in

hours)

Cost of electricity consumed (` in crore)

March 2015

58301 3268 31.25 81230 3391 15.44

Dec 2016 46150 1623 15.52 77268 1681 7.66

Chief Project Engineer/CRIS while sharing the FOIS data (for the month of December 2016) pertaining to detention of goods trains at selected interchange points and detention of train (driven by diesel and electric locos) in excess of 30 minutes mentioned that any information regarding switching off the electric engine or shutting down of the diesel engine is not available in FOIS.


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As discussed with railway administrations in Zonal Railways, the practice of shutting down the diesel engine was not being followed in most of the Zonal Railways. In WR, SECR and SCR, Zonal Railway administrations have issued further instructions for shutting down locos when detention of more than 30 minutes is expected and efforts are being made to enforce the same. In CR and NWR, though instructions have been issued, whether these are being followed could not be verified. In NCR and SER, the practice was not being followed. In SWR, instructions were issued for shutting down diesel locos where detention was expected to be more than 60 minutes. However, reasons for deviations from Railway Board orders were not recorded.

By not shutting down diesel engines, if the detention is expected to be beyond 30 minutes, Railways incur extra expenditure on fuel consumption.

3.3.3.2 Delay in handing/taking over trains at interchange points of zones

Chief Operations Manager of each Zone prepares a working time table for each division to be adhered to by operating staff for working of Goods trains. Adjacent Zones should also adhere to the schedule timings given in the working time tables. Detention of goods trains at interchange points would involve avoidable fuel/energy consumption. Audit observed that there were differences in the handing /taking over time recorded in the interchange points of the zones.

To analyze the extent of detention at interchange points over all the zones, Audit reviewed the details of goods train detained at 117 selected interchange points for thirty minutes and above from the records of Center for Railway Information System (CRIS) for the month of March 2015 and December 2016 as indicated below.

Table 3.7 Period of test check

Diesel traction Electric Traction Nos. of trains

detained at interchange

points

Total detention beyond 30

minutes (in hours)

Cost of diesel

consumed (` in

crore)with reference to

Col. 3

Nos. of trains

detained at interchange

points

Total detention beyond 30

minutes (in hours)

Cost of electricity consumed

(` in crore)with

reference to Col. 6

March 2015 2850 19925.92 3.18 4190 27771.63 2.10 Dec 2016 3102 25952.52 3.36 5787 51529.06 3.80

The value of fuel/energy consumed worked out to ` 5.28 crore and ` 7.16 crore in March 2015 and December 2016 respectively.

Thus, due to detention of locos at the interchange points, Railways incur extra expenditure on fuel consumption. Minimising detentions would help in saving the cost of fuel consumption. Excessive detention at interchange points results in unproductive loco hours, which is likely to impact loco availability.


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3.3.3.3 Consumption of fuel with reference to the Trip Ration

Trip ration124 is the quantum of section wise diesel consumption fixed in respect of diesel locos by Senior Mechanical Engineer (Operating) in the Divisional Headquarter. Fixing of trip ration is a mechanism to fix and monitor consumption of diesel on designated sections. As per Para 1.10.8.2 of Indian Railway Maintenance Manual for Diesel Locomotive, Sr. DME (Operating) should fix trip ration after conducting trials. Normally, Trip Ration should be revised in the month of January every year after conducting trials. Trip Ration should further be reviewed in the month of July for any changes required. At Divisional level, after conducting trials, Divisional Railway Manager should circulate the latest section-wise/service wise trip rations to all fueling installations as and when revision is done. Further, driver wise consumption of HSD oil should be maintained in the divisional office and action against the drivers bursting trip ration should be taken up suitably. Audit test checked position of trip ration fixed in the zones and observations are tabulated below.

Table 3.8 Zonal

Railway Status on fixing trip ration and monitoring thereof

CR The trip ration is fixed service wise and loco type wise based on trials at Divisional level duly allowing for fuel oil consumption due to unscheduled halt, train running through via loop line, shunting purpose, idle hours, caution orders and signal on approach etc. on the load to be hauled. Loco pilots are counselled for fuel economy.

ECR Trip ration was fixed, but the process of fixing the same was not found on record. Excess consumption with reference to the trip ration fixed was noticed in nine cases in Mughalsarai Division and the same was attributed to chain pulling in trains by passenger.

ECoR, NR and NEFR

Trip ration has been stated to have been fixed, but nothing on record was found to show if the same was monitored with reference to trip ration fixed.

NCR Trip ration was fixed in the year 2010, 2011 and during October to December 2016 in Jhansi and Allahabad division. In Agra division trip ration was fixed during October to December 2016.

NWR Trip ration was fixed in Ajmer division in May 2015 and in fag end of the year in Jodhpur division. Loco pilot-wise consumption of HSD oil is being maintained in the Divisional Office and poorly performing loco pilots are counselled.

SECR Trip ration was once fixed in June 2008 and was revised thereafter in October 2016. No record was, however, found to indicate if any action was taken against the loco pilot bursting the trip ration.

SWR No trip ration was fixed in respect of Bangalore Division. While in respect of Hubli Division, trip ration was fixed on the basis of Specific Fuel Consumption (SFC) fixed by Railway Board. No monitoring of the trip ration was, however, done in these two divisions.

Reasons offered by the Railway Administration for excess consumption with reference to trip ration are given in the table below:

124Quantity of fuel required in diesel loco for its scheduled journey over a designated section


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Table 3.9 - Reasons for variation in consumption of HSD oil with reference to trip ration

Zonal Railway

Reasons

NR Consumption of HSD oil exceeded the trip ration due to excess load, more number of coaches and late arrival of trains. However, such issues are required to be taken into consideration while fixing the trip ration.

SECR Excess fuel oil consumed was due to traffic detention (Line not clear on approach of signal and passing over loop line) and large number of temporary caution.

ECR In nine cases excess consumption of diesel with reference to trip ration was attributed to chain pulling in trains by the passengers.

SER Divisional Authority attributed the reason to heavy detention in sections in Chakradharpur division.

No other zone assigned reasons for the excess consumption with reference to Trip Ration. Thus, many Zonal Railways were not fixing trip rations for various sections as envisaged in Indian Railway Maintenance Manual for Diesel Locomotives. There is a need to monitor consumption of fuel with reference to trip rations fixed in most of the Zonal Railways.

3.3.4 Energy Audit After enactment of the Energy Conservation Act 2001, there was a thrust for adopting energy efficient measures. Energy conservation through energy audit techniques was considered to be a major opportunity for improving operating efficiency as well as in achieving the cost reduction. Energy audit encompasses verification, monitoring and analysis of use of energy, including submission of recommendations for improving energy efficiency with cost benefit analysis and an action plan to reduce energy consumption. On the basis of guidelines issued by Bureau of Energy Efficiency (BEE), RB directed (July 2007/2008) all Zonal Railways to conduct energy audit of areas like major administrative buildings, hospitals, pumping installations, loco sheds, major railway stations and workshops as a onetime exercise and send the reports to them. It further directed that energy audit of all Traction Sub Stations and Workshops be taken up periodically. As per the notification, every designated customer viz. TSS, Loco Sheds, Railway Production Units and workshops shall have its first energy audit conducted within 18 months of the notification issued by Government under clause (i) of section 14 of the Energy Conservation Act 2001. The interval of time for conduct and completion of subsequent energy audits shall be three years with effect from the date of submission of the previous energy audit report by the accredited energy auditor to the management of the designated consumer. Position of energy audit conducted by accredited auditors was reviewed and it was observed that no energy audit was conducted in eight Zonal Railways125, two Production Units and Metro Railway during the period of review. The 125ER, ECR, NER, SR, SER, SWR,WR and WCR


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detailed position of Energy Audits conducted in the selected units of following activity centres in Zonal Railways during the period of review has been discussed in succeeding paragraphs: � Traction Substations (TSSs) � Stations, Buildings, Workshops and loco sheds� Railway Production Units

3.3.4.1 Traction Substations (TSSs)

Review of records at 98 TSSs of 32 selected divisions of 17 Zonal Railways including Metro Railway, showed that energy audit was conducted only in the following places:

� Energy audit of one TSS in Bilaspur of SECR was conducted in 2010-11. � Energy audit of one TSS at Diwana in Panipat in Delhi division of NR was

conducted in 2015-16. However, recommendations of energy audit were partially implemented. A saving of ` 2.42 lakh was assessed on implementation of four recommendations. Further, Energy audit of TSS-Chanakyapuri in NR was conducted in 2015-16 and saving was assessed at ` 20.13 lakh on implementation of two recommendations.

� Energy audit of Krishna Canal TSS in Vijayawada division of SCR was conducted in November 2015.

3.3.4.2 Stations, Buildings, Workshops and loco sheds

Review of the records in Zonal Railways in respect of the energy audit of Stations Building, Workshops and loco sheds in Zonal railways revealed the following:

(i) Energy Audit of station buildings, Workshops and loco sheds was conducted during the review period by Bureau of Energy Efficiency (BEE) accredited energy auditors on seven Zonal Railways as indicated below:

Table 3.10 Zonal

Railway Station buildings Workshops Loco Sheds

CR Nasik Road, Bhusawal Manmad - NR New Delhi, Delhi - Ghaziabad ECoR Vishakhapatnam,

Khurda Road Mancheswar Coach workshop

-

NCR Allahabad Jhansi - NFR Katihar - - NWR Ajmer, Marwar, Phalna,

Bhilwara, Jodhpur Bhagat ki Kothi Ajmer, Jodhpur

SCR Kacheguda - Vijayawada, Kacheguda SECR Bilaspur - -

(ii) No record was available to show the number of activity centres (Stations, Buildings, Workshops and loco sheds) due for energy audit except in NR and NWR.


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(iii) Recommendations of the energy audit were partially implemented in NR, NWR and SCR.

(iv) A saving of ` 3.34 crore was anticipated as a result of implementation of the recommendation of the energy audit on CR, ECoR, NWR and SECR. Details of the implementation of the recommendations of energy audit were not made available to Audit in respect of these four Zonal Railways.

(v) In other zones where the recommendations of the energy audit were either implemented or partially implemented, savings in energy bill anticipated as a result of implementation of the recommendation of the energy audit was not found on record.

3.3.4.3 Railway Production Units

Energy audit was conducted in Integral Coach Factory (ICF), Perumbur, in February 2013 covering performance assessment of compressors, furnaces, cranes and hoists, pressing machines, turning centres, substations, pumping Installations, lighting and other electrical systems. Similar Energy audit was also conducted in ICF in July/Aug, 2015. A saving of ` 1.33 crore per annum was anticipated as a result of implementation of the recommendations of the energy audit conducted in 2013. Though the recommendations were implemented, post audit activity wise energy consumed not assessed. Similar savings amounting to ` 1.59 crore was anticipated as a result of implementing the recommendation of the energy audit done in 2015. Implementation of recommendations was in progress (September 2016). No energy audit was, however, undertaken in respect of CLW, and DLW during the period 2010-11 to 2015-16.

Thus, instructions of Railway Board and regulation of Bureau of Energy Efficiency (BEE) on energy audit were not complied with by 50 per cent of Zonal Railways in their major energy consumption areas. Further, though the recommendations were implemented/ partially implemented, post audit activity wise energy consumed was not assessed.

3.3.5 Conclusion

Railways have initiated several energy consumption measures. These included switching over to three phase electric locos and induction of three phase technology in Electric Multiple Units. IR issued instructions for switching off diesel locos if expected detention was more than 30 minutes. IR also issued instructions for exercising control over diesel consumption through fixing of trip ration. To control energy consumption, IR also adopted mechanism of Energy Audit.

The last conventional loco was turned out from CLW in October 2015. From 2016-17 onwards, no targets have been fixed for production of conventional locos and production of conventional locos has been stopped. Thus, IR has switched over from conventional electric locos to HHP three phase locos completely. However, EMUs/MEMUs with the regenerative braking features has


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been inducted in CR and WR only. These were yet to be inducted in other Zonal Railways viz. NR, ER, SER, SR and SCR. Test check in audit also revealed that instruction of non-shutting down of locos (in cases of expected detention of more than 30 minutes) were not followed resulting in excess consumption of energy/fuel. Besides, excessive detentions were also observed at the interchange points test checked in audit leading to excess consumption during idling of locos. All Zonal Railways were not using the mechanism of Trip Ration for monitoring and controlling consumption of fuel. Energy Audits were conducted sporadically and recommendations were partially implemented. Post audit activity wise energy consumed was also not assessed. Thus, energy conservation measures are needed to be adopted in more effective ways so as to achieve savings in energy consumption.

The matter was referred to Railway Board in June 2016; their reply has not been received (February 2017).

3.4 West Central Railway (WCR):

Extra expenditure due to change of traction from electric to diesel locomotive and vice versa for placement/release of rakes in the electrified siding notified for charging on ‘through distance basis’ and loss of earning capacity due to detention of wagons

WCR administration did not adhere to the conditions laid down for charging freight on ‘through distance basis’ as per which there should be no detention to engine except for change of ends. This resulted in an extra expenditure of ` 3.77 crore on unwarranted haulage of diesel locomotives from/ to Kota station up to/from the Bhonra serving station. Railways also sustained loss of earning capacity of ` 5.70 crore due to detention of wagons at the Bhonra serving station as a result of change in traction.

The rules126 relating to ‘charging freight on through distance basis in case of sidings’ provides that ‘the system of charging freight on through distance basis shall be extended to all block rakes going into the siding directly or indirectly with the engine pulling or pushing, provided (a) there is no detention to engine except for change of ends and (b) no separate shunting staff is required exclusively for this purpose.

The siding for Chambal Fertilizer and Chemicals Limited (CFCL siding) dispatches fertilizer to various destinations and is served by Bhonra station in Kota division. The siding was electrified and Commissioner of Railway Safety (CRS) accorded sanction in December 2007 for running of electric locomotive up to the siding. This siding was notified for charging of freight on through distance basis in April 2009, which meant that the engines carrying rakes to and from CFCL siding should not be detained at serving station except for change of ends.

126 Clause 1.1 of Master Rate Circular (regarding freight on through distance basis)2014 dated 24 September 2014


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It was observed that during April 2013 to October 2016, 826 out of 1443 empty rakes were received at Bhonra station hauled by electric locomotives. These rakes were subsequently placed in the siding for loading using diesel locomotives. Similarly, 1034 out of 1443 loaded rakes released from CFCL siding were brought to Bhonra station using the diesel locomotive, and were subsequently hauled to destination by electric locomotives. Diesel locomotives on each occasion of placement/release were called from Kota station, which is 30 kms away from Bhonra. Due to this change of traction, the rakes were detained at the serving station both during placement and release. Hauling of diesel engine from Kota to Bhonra for placement/release of rakes from the siding was unwarranted and led to extra expenditure of ` 3.77 crore.

The matter was pointed out (July 2015)127 to WCR Administration through a special letter. The Electrical Traction Department (July 2015) opined that there was no constraint in direct placement and release of rake by electric locomotive. The Operating Department (August 2015) stated that for safety considerations Over Head Equipment (OHE) has to be kept in off position and residual charge, if any, should be discharged and to undertake this activity, one staff has to be deputed from Chief Goods Supervisor/CFCL office to the farthest end for switching off OHE and till such time the loading process cannot be commenced due to safety considerations.

The reply indicated that there was difference of opinion within the different departments of Railways. During April 2013 to October 2016, 616 out of 1443 inward rakes brought up to the serving station using electric/diesel loco were placed by the same loco in the siding for loading. Similarly, 407 out of 1443 outward rakes released by electric/diesel loco up to the serving station from the siding were moved to destination station by the same loco. Thus, change of traction from electric loco to diesel and vice versa for loading/release of rakes into/from CFCL siding despite being an electrified siding and capable of accepting BCN/BOXN rakes with electric locomotive128 was not necessary.

Thus, WCR administration did not adhere to the conditions laid down for charging freight on ‘through distance basis’ as per which there should be no detention to engine except for change of ends. This resulted in an extra expenditure of ` 3.77 crore on unwarranted haulage of diesel locomotives from/ to Kota station up to/from the Bhonra serving station. Railways also sustained loss of earning capacity of ` 5.70 crore due to detention of wagons at the Bhonra serving station as a result of change in traction129.


127 Reply to draft para issued to the Railway Administration (July 2016) is awaited. 128 w.e.f. 20.05.2008 129 Change of electric loco to diesel loco and vice versa for placement/release of rake into/from the siding.


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Chapter 4 Rolling Stock

At Railway Board level, Member Rolling Stock is overall in-charge of Mechanical Engineering Department, including Workshops and Production Units (other than locomotives). The works related to EMU/MEMU, and electrical maintenance of all coaching stock is also the responsibility of the Member Rolling Stock.

At Zonal level, the Chief Mechanical Engineer (CME) is responsible for overall supervision and maintenance of all coaches, freight stock etc. Chief Workshop Engineer (CWE) is overall in-charge of the functioning of workshops dealing with maintenance of rolling stock and related items. Production Units are managed independently by General Managers reporting to Member Rolling Stock at Railway Board.

The total expenditure of the Department during the year 2015-16 was ` 37144.96 crore. During the year, apart from regular audit of vouchers and tenders, 528 offices of the Department were inspected.

This chapter includes one review on ‘Management of linen in Indian Railways’. In this review Audit assessed adequacy and effectiveness of procurement, handling, storage of linen (bedsheets, blankets, pillow, pillow cover) along with effectiveness of mechanism of washing and distribution of linen. This chapter also includes a local review on ‘Working of Coach Rehabilitation Workshop located at Bhopal.

In addition, this chapter includes five individual paragraphs highlighting the issues such as use of wagons after POH for storage of scrap instead of traffic; injudicious procurement of material for manufacturing coaches; deficient planning in procurement and non-installation of machines etc.


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4.1 Management of Linen in Indian Railways

4.1.1 Introduction

Indian Railways (IR), with network of 58825130 route kilometres, runs 3362131Mail/Express trains daily. The coaching stock of IR consist of 390 Air Conditioned First Class coaches (7500 berths), 2375 Air Conditioned Sleeper (2-tier) coaches (112350 berths) and 5302 Air Conditioned 3-Tier Sleeper coaches (345091 berths)132. A robust system for procurement, washing and distribution of linen is therefore necessary to provide clean, hygienic, well ironed and good quality linen to all passengers travelling in AC Classes.133 In order to achieve this objective, Railway Board Policy Circular of 1999, laid down the following strategies:

i. Procurement of good quality linen ii. Modern and exclusive mechanised washing facility by involving expertise

from private sector iii. Eco-friendly packaging of sets of bed rolls for passengers iv. Development of proper storage facility at stations and on trains; and v. Improved logistics for storing, transportation and loading and unloading,

etc.

Background

Minister of Railways (MR) in the budget speech134 for the year 2009-10 declared that Indian Railways would take up improved linen management to bring about a significantly improved quality of washing through modern mechanized automated laundries. To streamline management of linen, Railway Board entrusted (December 2009) the work of washing, storage, supply and distribution of linen kits in trains to the Mechanical (Carriage & Wagon) Department of the railways as a single window agency. Mechanical Department were instructed (2012) to initiate action for setting up automated/mechanised laundries for washing/cleaning of linen through BOOT (Build, Own, Operate and Transfer) model through professional agencies having adequate experience and expertise in operating automated/mechanised laundries capable to handle the workloads of the respective coaching depots. Railway Board issued (January 2010) further comprehensive guidelines covering areas of management of linen in Store Depots, Stock Verification, issue of linen, test check on receipt of linen, inspection of washed linen, inspection of plant and machinery of the washing contractor, inventory of linen, life of linen kits, condemnation of linen etc.

Organisational Structure

The organisation chart relating to linen management is shown below:

130 Broad Gauge Route-Source : Indian Railway Year Book 2014-15 131 Broad Gauge Route-Source : Indian Railway Year Book 2014-15(Table VI Passenger Business) 132 Broad Gauge Stock - Source: Indian Railway Annual Statistical Statement Book 2014-15 (Statement 10) 133Railway Board’s Policy Circular 19 issued vide No. 97/TG-V/17/P dated 7.1999 134 Paragraph 15 of Budget Speech 2009-10


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Member Rolling StockDirector (Environment)

General Manager

Chief Rolling Stock Engineer (Coaching)

Sr. Divisional Mechanical Engineer

Area Manager/ Coaching Depot Officer

Controller of Stores

Dy. Chief Material Manager (Stores)

Railway Board

Zonal Railway

Field offices of Zonal Railway

At the Railway Board level, the overall monitoring of Linen Management is done by Environment Directorate, under Member (Rolling Stock). At the Zonal level, procurement of stores is done by Controller of Stores (COS) who is assisted by Dy. COS and Assistant COS. Distribution of linen in trains is supervised by Mechanical Department (to some extent by Electrical Department on some ZRs). At the field level, the day to day functioning of the linen management is the joint responsibility of Area Manager/Coaching Depot Officer and Senior Divisional Mechanical Engineer.


The Theme Based Audit covered a period of three years from 2013-14 to 2015-16 and included management of linen provided in the AC coaches in trains. Linen provided to the Railway Hospitals and Railway Rest House have not been covered in the review. The study was taken up with a view

1. To assess the adequacy and effectiveness of procurement, handling and storage of linen; and

2. To review functioning of mechanised laundries and assess the effectiveness of mechanism of washing and distribution of linen.

Audit Criteria

The following were the audit criteria for the study:

� Railway Board’s Policy Circular 19 of 1999 � MR budget speech for the year 2009-10 � Introduction of new Accounting head for booking expenditure on Linen

Management


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� Railway Board’s circular on ‘Setting up of mechanised laundry for linen washing on Build, Own, Operate, Transfer (BOOT) model135.

� Railway Board’s instruction136 entrusting the Mechanical Department (C&W) as a single window agency.

� Other orders and circulars issued by the Railway Board and Zonal Railways from time to time.

Audit Methodology and Sample

The scope of the audit included examination of records pertaining to assessment and procurement of linen, management of linen at Stores and Coaching depot, setting up and working of mechanised laundries, washing and distribution of linen, quality check of washed linen, inspection of linen by the various authorities and passenger complaint redressal mechanism in IR.

Records relating to guidelines/instructions issued by the Railway Board and their implementation in Zonal Railways were checked in audit during June 2016 to September 2016. Records of Stores, Mechanical, Commercial, Civil, and Electrical Engineering departments at Zonal Railway Headquarter and the Divisional Offices were examined to ascertain the initiatives and performance towards improving quality of washed linen. Joint inspection was conducted with the railway officials for verification of situation on ground. Feedback was also obtained from passengers through limited passenger survey conducted in Mail/Express trains including Rajdhani, Duranto, Garib Rath Express trains.

Entry conferences were held at Zonal Railways level to discuss the audit objectives, scope and methodology. Exit conferences were held at Zonal Railways and Railway Board level to discuss audit findings and recommendations. The response of Railways have suitably incorporated in the report.

The criteria for selection of sample and the sample selected are detailed below: Table 4.1 – Criteria for sample selection and sample selected

S. no

Sample description

Total population

Criteria for selection Sample size selected

1. General Stores Depot/ Stores Depot

32 One/two Major depots where linen procured is received in each zone

26

2.

Coaching depots (which supply linen to trains)

117 Two major depots in each zone having linen service according to priority in numbers of train services

33

3. Mechanised laundries

32 Two Departmental Mechanised Laundry in each zone according to washing capacity

26

4. Procurement contracts

619 50 per cent subject to maximum ten covering all items of linen in each zone during the review period

191

135 Railway Board’s letter No. 2009/M(C)/165/6 dated 14.1.2011 and 04.07.2012 136 Railway Board’s letter No. 2009/M(C)/165/6 dated 17.12.2009


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Table 4.1 – Criteria for sample selection and sample selected S. no

Sample description

Total population

Criteria for selection Sample size selected

5. Washing contracts

118 50 per cent subject to maximum four each of the selected coaching depot during the review period

76

6. Distribution contracts

84 50 per cent subject to maximum four each of the selected coaching depot during the review period

65

7. Passenger survey -- One Rajdhani One Duronto One Garib Rath Three Mail and Express trains

79 trains and 25 passengers per train

The following flow chart depicts the important locations and responsibility points in management of linen in Indian Railways:

Procurement of linen by Stores Department

Stores Depot General Stores Depot

Distribution Contractors

Coaching Depot

Washing Contractors/ Departmental

mechanised laundries

Distribution in trains

Railway Board, in November 2010, to facilitate separate budgeting and accounting of expenditure on linen related activities introduced following Accounts heads under Demand No.8-Abstract ‘F’ –Operating Expenses –Rolling Stock and Equipment in Appendix I, of the Classification of Revenue Expenditure of Indian Railway Finance Code Vol.II (Reprint Edition 1996):

Minor head Sub-head Detailed heads 500-Carriages and Wagons (existing)

590-Cost and maintenance of linen

591-Cost of Linen 592-Washing & Other expenses on linen


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All Zonal Railways except two (ECR and NR) started booking of expenditure on linen accordingly by 2015-16. However, due to delayed implementation of booking of expenditure on appropriate heads actual expenditure on linen management could not be ensured.

Audit findings

Audit Objective 1. To assess the adequacy and effectiveness of procurement, handling and storage of linen.

4.1.2 Assessment of requirement and procurement of linen

Availability of linen supplied to passengers on board depends upon replacement of old and condemned linen with new linen. Railway Board instructed (January 2010) that railways should make proper assessment of daily requirements and make fresh procurements, if required. There should be enough buffer stock so that train services are not affected and it should be able to take care of exigencies like running of special trains and augmentation of train lengths at short notices.

Railway Board in the Policy circular No.19 of 1999 fixed the items of bedroll kit and standard to be provided to 1st AC, 2nd AC and 3rd AC passengers - One bed roll kit containing two bed sheets, one face towel, one blanket and one pillow cover with pillow, bath towel (for 1st AC only). The quality137 of linen varies in 1st AC and 2nd AC and 3rd AC. All the polyvastra items are to be procured from Khadi and Village Industries Commission (KVIC) and rest from Association of Corporations and Apex Societies of Handlooms (ACASH).

As per policy of Government of India circulated by Ministry of Commerce, Department of Supply138, purchase is to be made from ACASH under Ministry of Textiles on single tender at prices fixed by Ministry of Textiles. Similarly, purchase from KVIC under Ministry of MSME139 is also to be made on Single Tender basis at price fixed by KVIC. Accordingly, Railway Board decided140 (October 2014) to dispense with the need to go for formalities of tender committee for placement of order on KVIC, ACASH and the purchase power

137 For 1st AC

(i) Superior soft woollen blanket from reputed manufacture(One) (ii) High density polyurethane foam pillow of 36X50 cm. size(One) (iii) Polyvastra Bedsheet size 140X229 cm (white) two per passenger (iv) Bath towel of terry towel quality with size 60X120 cm (white) from reputed manufacture(One) (v) Face towel of terry towel quality with size 40X60 cm (white) from reputed manufacture (vi) Pillow Cover 69X46 cm

For 2nd AC and 3rd AC (i) Blanket of reputed manufacturer (one) (ii) Washable foam pillow 30X45 cm size (one) (iii) Bed sheets from reputed manufacturer size 140X229 cm (white) two per passenger. Polyvastra bed sheets for

Ac-2 Tier of Rajdhani Trains (iv) Face towel from reputed manufacturer size 40X60 cm (white) (v) Pillow Cover 50X36 cm

138Letter No. P.III/10(4)/7 dated 28.7.89 139Ministry of Micro Small and Medium Enterprises 140Railway Board’s letter No. 2009/RS9G)/113/1 dated 29.10.2014


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rests on the authority up to their normal acceptance power of purchase without going into the formalities of Tender Committee examination.

During the check of records of General Stores depots of various Zonal Railways for the period 2013-14 to 2015-16, it was seen that inventory is classified in Indian Railways at A, B and C category based on money value of utilization of inventory in the preceding year. The items are identified with a unique PL number. A periodical and regular review of actual consumption, the forecast consumption, revision of limits, rephrasing of deliveries for A, B and C category items are required to be done monthly by COS, half-yearly by Dy. COS and annually by Assistant COS respectively. Accordingly, for linen items, Zonal Railway Administrations decide the categorization and review period for Category A, B and C items. A minimum and maximum limit should also be fixed for the quantity of each 'stock item' of stores in a depot at any time below or above which the balances should not ordinarily be allowed to go. The minimum stock limit should be fixed as low as possible depending upon the prevailing market conditions and the proximity of the depot to the normal source of supply so as to avoid under stocking. Similarly, the maximum stock limit should be fixed in such a way so that the unnecessary locking up of capital, risk of deterioration of stores, extra storage and protection arrangement, accumulation of surplus by unnecessary advance purchase of stores could be avoided. It was observed that the various Zonal Railways after undertaking a review of the linen items keep buffer stocks, which varied from zone to zone, and decide on the re-order quantity during designated months of the year (laid down separately for various linen items depending upon the same being A, B or C category item). Procurement process is being initiated for the stock required as per Estimated Annual Consumption (EAC) (for the intervening period between the demand generation and for the period under agreement) which require almost 6-7 months and purchase order is being placed for the ensuing year. No system of automatic demand generation by the system whenever stock closes to/ goes down from the buffer stock limit and commencement of procurement process has come to notice.

Information of closing stocks in GSD as on 31 March 2016 revealed that while in respect of some of the linen items in selected GSDs, the stock in hand was less than one month’s requirement, in respect of others it was more than 12 month’s requirement (as given in table below). Maintaining appropriate stock levels helps in better inventory management and issue stock to users, viz. various coaching depots as per their requirements.

Table 4.2 – As on 31 March 2016, stock in hand of various linen items more than a years’ requirement of EAC in GSD Zonal Railway Item(s) of linen Estimated Annual

Consumption (EAC) (in nos.)

Closing balance as on 31st March 2016

Closing stock in terms of months’ requirement

NCR/ Kanpur Central

Towel hand khadi bleached hucka bucka

14000 15561 13

NCR/ Jhansi Pillow Cover (Polyvastra) 240 503 25


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� In NER, Turkish bath towels (for 1stAC) were procured in excess of the estimated annual consumption of 916 resulting in higher level of stock of 1234 (March 2016). The items were lying in stock for 31 months, as the available stock was enough to cater to requirements of linen for a period of 7 months.

� In NFR, SECR, SR and NWR, no ‘polyvastra’ bed sheet were procured and provided to the respective category of passengers during the period under review. Bed roll kits distributed in1st, 2nd& 3rd AC coaches were of the same quality. No bath towels were distributed to the 1st class AC Coach passengers as per norms.

Annual requirement of various linen items was not being assessed properly leading to stocking of significantly high or low levels of stock. Maintaining stocks much below the buffer level led to continual usage of linen even after their life cycle was over, thereby effecting quality. On the other hand, maintaining significantly high level of stocks would enhance risk of quality deterioration, while in storage.

During Exit Conference, Railways stated (February 2017) that in 2013-14 ACASH was not able to supply linen as per requirement. It was further stated that the position improved subsequently. Audit, however, stated that the position of under stocking and over stocking reflected in this para is as on 31 March 2016.

Table 4.2 – As on 31 March 2016, stock in hand of various linen items more than a years’ requirement of EAC in GSD Zonal Railway Item(s) of linen Estimated Annual

Consumption (EAC) (in nos.)

Closing balance as on 31st March 2016

Closing stock in terms of months’ requirement

NER Towel Turkish bath 916 1234 16 NER Polyester staple Fibre Pillow (DP-

II)(2nd AC) 7328 9654 16

NWR/Jodhpur Washable Pillow (DP-I)(1st AC) 4108 4238 12 NWR/Ajmer Polyester staple Fibre Pillow (DP-

II)(2nd AC) 10260 14436 17

SCR Face Towel 10000 12269 15 SCR Polyester staple Fibre Pillow (DP-

II)(2nd AC) 20000 21522 13

SER/Hatia Bed Sheet (Polyvastra) 600 665 13 SECR/Durg Bed Sheet (Polyvastra) 5 14 34

SECR/Durg Pillow Cover (Polyvastra) 8 101 152

SECR/Durg Washable Pillow (DP-I)(1st AC) 586 1965 40

SWR/Hubli Bed Sheet (Polyvastra) 3130 3189 12 SWR/Hubli Pillow Cover (Big size) 1320 4235 39 SWR/Mysore Polyester staple Fibre Pillow (DP-II)

(2nd AC) 360 475 16


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4.1.3 Storage and handling of linen

4.1.3.1 At General Stores Depot

New linen purchased is received at the General Stores Deport (GSDs) of various Zonal Railways, from where the same is issued to various Coaching Depots on the basis of their requirements. On receipt of the new linen at Store Depot, the Railway Board prescribed (January 2010) some checks viz. marking of manufacturer’s name, month & year of manufacturing, batch number/ lot number on the linen items including quarterly stock verification. It was also prescribed that at least five per cent of new supply received from the stores depot should be inspected by Senior Supervisor/Senior Section Engineer (SSE) of Mechanical Department.

In joint inspections at GSDs during June 2016 to September 2016, it was observed that

� There was lack of proper storage facility in the six141 GSDs of four Zonal Railways. Storing facilities such as racks were not available and bundles were mostly kept on floor.

� Sealed bundles were not marked with batch number, manufacturers’ name along with size and year of manufacture in nine142 GSDs in eight Zonal Railways.

� In WR new linen was stored in a haphazard manner exposed to dust and dirt in GSDs at Mahalakhsmi and Sabarmati.

� Quarterly Departmental Stock Verification had not been carried out in the 22143 GSDs of 15 Zonal Railways during the period of review.

141Mettuguda-SCR, Mancheswar-ECoR, Mahalaxmi and Sabarmati –WR, Kharagpur and Hatia-SER 142Mancheswar-ECoR, Samastipur-ECR, Howrah-ER, Pandu-NFR, Sabarmati-WR, Raipur-SECR, Kharagpur and Hatia-SER, Perambur-SR 143ECoR (GSD/Mancheswar), ECR (GSD/Samastipur), ER (GSD/Howrah), NCR (GSD/Jhansi & Kanpur), NER (SD/Gorakhpur), NFR (GSD/Pandu), NR (GSD/Alambagh-Lucknow, GSD/shakurbasti), NWR (GSD/Ajmer & Jaipur), SCR (GSD/Mettuguda), SECR (GSD/Raipur and SD/Bilaspur), SER (GSD/Kharagpur, Hatia & TATA), SR (GSD/Perambur), SWR (GSD/Hubli), WCR (GSD/Bhopal) WR(GSD/Mahalaxmi and Sabarmati)

Fig 2: Improper stacking resulting damages to Linen at Mahalakshmi General Stores Depot, Western Railway (3 August 2016)


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� Tags indicating name of manufacturer, month and year of manufacturing were not provided on each pillow cover and hand towel in five144 GSDs in five Zonal Railways.

� In four145 Zonal Railways, check for quality in each lot for dimensions, colour, feel and workmanship etc., was not done by Sr. Supervisor /SSE of Mechanical department in respect of polyester Staple fiber pillow, Towel Turkish bath, Pillow covers and Bed sheets (Polyvastra) as seen during joint inspections during June 2016 to September 2016.

� In 11146 GSDs in nine Zonal Railways, five per cent check of new supply of linen received in the Depot had not been undertaken by SSE of Mechanical Department during the period of review.

� Where five per cent check was done, it was noticed that in seven GSDs in six Zonal Railways, 4100 bed sheets147, 4113 pillows148 and 14553 woollen blankets149 valuing ` 64.94 lakh had been rejected during the review period for reasons such as received in wet condition, damaged condition, failed lab test, etc. These were yet to be replaced by the supplier (March 2016). In one such case in SCR, 20,000 bed sheets were rejected but rejection was later withdrawn due to non-availability of adequate stock in GSD, Mettuguda.

� In NER and SECR, it was observed that the quality of blanket was not good, as the borders of the blankets supplied by ACASH were not stitched properly and they were being stitched again at Coaching Depot for their longevity by deploying departmental staff as seen during joint inspection during June 2016 to September 2016.

� At GSD/Kharagpur’, bundles of face towels were kept in a room with broken windows susceptible to damage due to seepage of rainwater.

� In NER, it was observed that the stock at General Stores Depot had already completed 2 to 7 months life from the date of its manufacture before it was received at GSD/Gorakhpur. In SER, bed sheets (life cycle of 12 months) and pillow covers (life cycle of 9 months) remained unutilised

144SECR (GSD/Raipur), NFR (GSD/Pandu), NR (GSD/Shakurbasti), NCR (GSD/Jhansi), WR (GSD/Sabarmati) 145Mahalaxmi and Sabarmati–WR, Mettuguda-SCR, Shakurbasti-NR, Kahargpur, Hatia and Tata-SER 146Perumber-SR,Bhopal- WCR ,Gorakhpur- NER ,Kanpur- NCR, Pandu- NFR, Shakurbasti- NR, Jodhpur-NWR , Mettuguda-SCR, Kharagpur, Hatia & Tata-SER 147Currey Road-CR, Bilaspur-SECR, Sabarmati-WR 148 Mettuguda-SCR 149Mahalaxmi & Sabarmati-WR, Hubli-SWR

Fig. 3: Storage of linen in a room with broken window in GSD, Kharagpur, South Eastern Railway (31 August 2016)


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for seven months and similarly face towels (life cycle of 9 months) remained unutilised for five months at General Stores Depot. This indicated that lot received first were not issued first.

Further, stock verification of stores by departmental officers holding the stores (Mechanical Department in case of linen) as well as Accounts Department has been prescribed in the rules150. Any shortage and excess of stores detected during verification should be adjusted following the prescribed procedure. It was observed that during 2013-14 to 2015-16, Departmental Stock Verification had not been carried out in nine151 General Stores Depot in six Zonal Railways. In WCR, no stock verification of General Stores Depot, Bhopal was carried out by Account Department in 2015-16.

Thus, provision of inspection of a prescribed percentage of new supply was not being used effectively, to ensure, quality of the linen received. The storage space at General Store Depot was not adequate and items were not stored in proper environment. The storage was also not done in an organised manner and First in First out (FIFO) methodology was not followed for issue. As a result, linen stock was kept for long periods in unsuitable conditions, which had an impact on their quality of cleanliness and hygiene.

During Exit Conference, Railways agreed (February 2017) that the storage of linen needed attention. 4.1.3.2 Storage, issue and condemnation of linen in Coaching Depot

Coaching Depots have the responsibility to hold stock of linen consisting of fresh stock in stores, handover used and dirty linen to the washing contractor and keep stock of washed linen for distribution in trains. There are no guidelines from the Railway Board or Zonal Railways regarding optimal stock of numbers of bedroll kits to be provided in passenger trains with air conditioned coaches. The Coaching Depot fixes the number of bedroll kits to be provided in trains based on their own past experience on number of AC coaches, distance covered, enroute stoppages, passengers boarding and de-boarding enroute etc. To avoid any shortages and replace bedrolls in case of complaints in the train, extra bedroll kits are provided. As the Coaching Depots have to accordingly hold higher stock of linen, this has an impact on the storage space in the Coaching Depots as well as trains.

150 Chapter XIII & XXXII of Indian Railway Code for the Stores Department (Volume II) 151Perambur-SR, Pandu- NFR, Jhanshi and Kanpur- NCR, Secunnderabad- SCR, Howrah-ER, Santragachi, Hatia and Tata-SER

Fig 4 Condemned linen and running stock stored at the same place at Hatia, South Eastern Railway (22 August 2016)


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Fig 5: Bed rolls were stored in Office of SSE/Coaching Depot, Durg/South East Central Railway (27 September 2016)

(a) Storage of linen in Coaching Depots

Review of records at 33 Coaching Depots during June 2016 to September 2016 brought out the following:

� Condemned linen and running stocks were stored at the same place at Coaching Depot, Hatia leaving wide scope for use of condemned linen and condemnation of usable linen.

� In Coaching Depot Basin Bridge & Thiruvananthapuram in SR, proper Stock Register had not been maintained for linen. At Basin Bridge, entire quantity of linen received from GSD has been handed over to the contractor without maintaining stock on hand. Further, pillow covers were being stitched from

the used bed sheets to tide over the shortage at Basin Bridge.

� There was lack of proper storage facility such as racks etc. in Bangalore City Coaching Depot (SWR) and Durg Coaching Depot (SECR), Santragachi (SER).

� In NR, short quantity of pillow covers were loaded in the eight152trains. In a few cases, used pillow covers were also

provided to the passengers. (b) Availability of stock in Coaching Depots

Data in respect of linen kits153 issued to trains by selected 33 Coaching Depots in various Zonal Railways was collected for the year 2015-16. It was seen that as on 31 March 2016, excess provisions154 of linen kits over and above the requirements of to and fro journeys were being carried in trains, as can be seen from the data below:

152Pillow cover (ACASH-II AC) – Train no.12402 (Magadh Express), 12205 (Nanda Devi Express), 12445 (Uttar Sampark Kranti Express), 22416 (Andhra Pradesh SF Express) and Pillow cover (polyvastra) – Train no. 12425 (New Delhi Jammu Tawi Rajdhani Express), 12442 (New Delhi Bilaspur Rajdhani Express), 12440 (New Delhi Ranchi Rajdhani Express), 12454(New Delhi Ranchi Rajdhani Express) 153Two packets of linen, one blanket and a pillow were used for to and fro journey of a train 154 Excess Bed sheets = No. of linen provided - 2 (2 for each Passenger) X 2 Journeys (for to and fro) X No. of berths Excess Pillow Cover/ Towel = No. of linen provided - 1 ( 1 for each Passenger) X 2 Journeys (for to and fro) X No. of berths Excess Blanket/ Pillow = No. of linen provided - No. of berths


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Carrying of provisions more than 1.5 times to double the requirements in a large number of cases, put a strain on the storage space available in the trains.

During Exit Conference, Railways stated (February 2017) that they have received references from Zonal Railways about shortage of space in depot and trains. They further stated that Railway is exploring supply of linen from intermediate stations as per demand, which would address the space constraints in trains.

The position of availability of new linen at Coaching Depots for the three year period covered in the review was checked in audit and it was seen that no norms had been prescribed for maintaining stock levels of various linen items in the coaching depots. As on 31 March 2016, the closing stock of the following

Table 4.3–Percentage of excess linen carried in trains over and above the requirement Zonal

Railway Bed Sheet

(ACASH) Bed Sheet (Polyvastra)

Pillow Cover

(ACASH-IIAC)

Pillow Cover

(Polyvastra)

Face Towel

Towel Turkish

bath

Woollen Blanket

Polyester Staple Fibre

Pillow (DP-II)(2nd

AC)

Washable Pillow

(DP-I)(1st AC)

CR 1 to 116 20 to 40 0 to 58 Not used 0 to 58

0 0 to 7 0 to 5 Not used

ECoR 21 to 48 28 to 346 24 to 39

28 to 346 41 to 51

0 7 to 17

6 to 14 6 to 8

ECR 20 to 27 21 to 28 25 to 42

30 to 44 26 to 42

27 to 38

0 to 11

0 to 2 0 to 6

ER 0 to 68 0 to 300 0 to 68 0 to 300 0 to 83

0 to 225

3 to 28

2 to 27 0 to 620

NCR 0 to 18 0 0 to 18 0 0 to 18

0 0 0 0

NER 0 to 54 25 0 to 36 25 0 to 24

20 to 25

0 to 9 0 to 9 0

NFR 20 to 50 Not used 20 to 50

Not used 20 to 50

Not used

0 to 5 Not used 0 to 2

NR 0 to 35 0 to 108 0 to 25 0 to 108 0 to 72

0 0 to 25

0 to 25 0

NWR 2 to 37 -- 0 to 21 -- 0 to 32

-- 0 to 8 0 to 8 --

SCR 0 to 90 0 0 to 90 0 to 50 0 to 90

20 0 to 6 0 to 6 --

SER 0 to 100 1 to 22 0 to 100

22 to 54 0 to 100

0 to 22 0 to 11

4 to 7 0 to 11

SECR 17 to 18 Not used 34 to 36

Not used 34 to 36

0 4 to 77

Not used 4 to 77

SR 0 to 48 -- 0 to 48 -- 0 to 48

-- 0 0 --

SWR 0 to 152 -- 0 to 152

-- 0 to 152

0 to 56 0 to 16

0 to 16 --

WCR 0 to 41 25 to 67 0 to 44 25 to 67 0 to 45

0 0 to 6 0 to 6 0

WR 8 to 324 -- 0 to 145

-- 0 to 145

-- 0 to 23

0 to 23 --


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items were more than two years’ requirement, indicating high levels of stock in Coaching Depots:

Table 4.4 – Stock of fresh linen in hand over and above two years requirements as on 31 March 2016 Zonal

Railway Coaching Depot Item EAC Closing balance of

fresh stock as on 31 March 2016

Stock in hand in terms of months’

requirement NER Lucknow Washable Pillow (1st

AC) 40 115 35

NR New Delhi Bed Sheet (ACASH) & (Polyvastra)

9940 56895 69

NR New Delhi Pillow Cover (ACASH-II AC) & (Polyvastra)

20710 46270 27

NWR Jaipur Woolen Blanket 2075 7208 42 SER Santragachi Towel Turkish bath 157 1,200 92 SWR Yeshwanthpur Bed Sheet

(Polyvastra) 1200 3864 39

SWR Yeshwanthpur Pillow Cover (Polyvastra)

1500 3393 27

SWR Yeshwanthpur Washable Pillow (DP-I) (1st AC)

120 2094 209

The new stock at Coaching Depot should be the minimum possible and should be determined keeping in view the time required for transfer of stock from GSD.

Further, stock verification of store items is required to be done as per laid down rules. It was observed that during the period of review in 15155 Coaching Depots in 10 Zonal Railways, no departmental stock verification was done and in eight156 Coaching Depots of six Zonal Railways, no stock verification was done by the Accounts Stock Verifier. Records were not made available in NER. An amount of ` 45.37 lakh157 on account of shortages detected during stock verification was yet to be recovered in four Zonal Railways.

(c) Condemnation of linen

Railway Board revised (January 2010) the life of various items of linen kit158.The condemnation of linen was to be carried out based on prescribed life or on a condition basis as per recommendation of a committee nominated by the Divisional Railway Manager (DRM). The condemned bedrolls items in railways were being treated as nil value scrap and disposed off by burning. As the condemned linen have some departmental use and residual value, the extant practice of disposal was later revised. Condemned linen are now sent to stores section under the coaching depot. Some of the linen items are issued for 155 SR-(BOOT laundry/Basin Bridge & Kochuveli,) ECoR (Bhubaneswar and PURI), WCR-Jabalpur,Kota , SWR -(Bangalore City & Yesvantpur), SECR (Durg),NER-Lucknow Junction, NCR (Allahabad), CR (Nagpur, Wadibunder), SCR (Secunderabad), ER (Tikiapara)] 156SR (both BOOT laundries), SWR(Yesvantpur), NFR (CDO/Guwahati), SCR (CD/Hyderabad), ECR, ER (CD/Sealdah & Howrah) 157 ECoR - ` 21.85 lakh, SCR - ` 4.42 lakh), NR - ` 3.81 lakh, WR - ` 15.29 lakh 158 Bed sheet from 24 months to 12 month for Khadi supplied by M/s ACASH, 24 months for Polyvastra supplied by KVIC or mill made variety, Pillow cover & face towel from 12 months to 9 months, Pillow from 36 months to 24 months, Blanket from 60 months to 48 months.


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departmental use and some are issued to the charitable organisation with approval of competent authority for use by the needy people. Balance stocks are intimated to the Stores Department for auction sale. It was observed that in SR condemned linen were burnt at BOOT Laundry/Kochuveli during 2015-16. In six Zonal Railways (SER, WCR, SCR, NCR, CR and ECoR), disposal was not carried out timely and linen were lying either in the coaching depot or Stores depot even after condemnation as seen during joint inspection by audit. This reduces storage space for linen which is in use. In NFR (Dibrugarh) condemned linen were not auctioned during the period under review.

The above findings show that the storage space in the Coaching Depots was not adequate and proper storing arrangements were not made at many places. No norms had been prescribed for optimal stock of bedroll to be carried in trains. To avoid any shortages and replace bedrolls in case of complaints in the train, extra bedroll kits were provided. This had an impact on the available storage space in the trains. Delay in condemnation of old stock also took away available space for storage in Coaching Depots.

Audit objective 2: To review functioning of mechanised laundries and assess the effectiveness of mechanism of washing and distribution of linen.

4.1.4 Setting up and working of Mechanised Laundries for washing linen

To bring a significant improvement in quality of washing, Zonal Railways were instructed (December 2009) for setting up automated/mechanised laundries for washing/cleaning through BOOT model by private parties.

Indian Railways planned to set up mechanised laundries under departmental and BOOT model. 45 such laundries were planned (at the selected coaching depots) at different times in different zones. Railway Board in January 2013 fixed the target dates between January and December 2013 for completion of the works of 17 laundries (including augmentation) and asked the status. The position of setting up of mechanised laundries was checked for the period 2013-14 to 2015-16 and it was observed that:

� As of 31 March 2016, out of the 17159 laundries, ten160 have been set up and work in respect of seven161 was yet to be completed. As against five planned on BOOT model, only two have been completed. There were delays of up to 30 months due to revision of estimates, delays in vetting and delays in finalization of tenders.

159Wadibunder(BOOT), Nagpur(BOOT), Pune(BOOT)-CR, Danapur-ECR, Sealdah, Howrah, Malda Town-ER, Dibrugarh ,New Jalpaiguri-NFR, Santragachi(BOOT), Chakradharpur, Hatia-SER, Tiruvanantapuram(BOOT), Ernakulam-SR, Hubli, Mysore-SWR, Surat-WR 160CR-1 (Wadibunder), ECR-1 (Danapur), NFR-1 (New Jaipalguri), SER-2 (Chakradharpur and Hatia) SR-1 (Thiruvananthapuram), SWR-2(Hubli, Mysore), WR-1 (Surat), ER (Malda Town) 161 CR-2(Nagpur, Pune), ER-2(Sealdah, Howrah), NFR-1(Dirbrugarh), SER-1(SSantragachi), SR-1(Ernakulam)


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� Out of the remaining 28162 laundries to be set up in various Zonal Railways, 20163mechanised departmental laundries had been installed and seven164 were yet to be installed. There were delays of up to 35 months due to similar reasons.

� In two Zones (ECoR and NCR) no mechanical laundries were installed. � Due to inadequate response of interested party for BOOT model laundries,

railways installed departmental laundries. Audit reviewed available information of the handling capacity of the 26165departmental mechanized laundries and found that the capacity installed was not sufficient for the requirements of the railways and railways continued to meet bulk of its requirement through outsourcing (93 per cent of the total linen handled for washing by selected coaching depots) during the period under review. As per available information in respect of 21166departmental mechanised laundries it was seen that during the review period against the total capacity of washing of the 40082 MT, actual outturn was 29780 MT i.e. a shortfall of 10302 MT (26 per cent). The available capacity was not utilised fully mainly due to breakdown of machines.

Annexure 4.1 and 4.2 � Departmental mechanised laundries were established where interested

parties did not come up for setting up the laundries under BOOT model. The departmental laundries maintain an account of consumables used and the number of washed linen. In 21 coaching depots of 11 Zonal Railways (CR, ER, NER, NFR, NR, NWR, SCR, SECR, SER, SWR, and WR) per tonne usage of consumables detergents and other chemicals varied widely. There was no system to check the quality of washing in case of departmental mechanised laundries unlike in the case of washing by contractors.

During Exit Conference, Railways agreed (February 2017) that the capacity available with them for washing in mechanized laundry is limited and most of the requirement was being met through outsourcing. They further stated that progress have been made in setting up of mechanized laundries over all Zonal Railways and as departmental staff is not able to manage the operation of mechanised laundries, these would be set up on BOOT model only. They also

162Samastipur-ECR,Gwalior,Allahabad-NCR,Gorakhpur,Lucknow,Kathgodam,Manduadih-NER,Benaras,Lucknow-NR,Secunderabad,Kacheguda(Depttl.),Kacheguda(BOOT),Tirupati(BOOT),Kakinada(BOOT)-SCR,Bilaspur,Durg-SECR,BasinBridge(BOOT),Mangalore(BOOT),Coimbatore(BOOT),Madurai(BOOT)-SR,Jabalpur,Kota-WCR,Indore,Grant Road, Ahamedabad(BOOT), Junagarh-WR, Jodhpur, Bikaner-NWR. 163Samastipur-ECR, Gorakhpur, Lucknow, Kathgodam, Manduadih-NER, Benaras, Lucknow-NR, Secunderabad, Kacheguda(Depttl.), Kacheguda(BOOT)-SCR, Bilaspur, Durg-SECR,Basin Bridge(BOOT)-SR, Jabalpur, Kota-WCR, Grant Road, Ahamedabad(BOOT), Junagarh-WR, Jodhpur, Bikaner-NWR. 164Gwalior,Allahabad-NCR,Tirupati(BOOT),Kakinada(BOOT)-SCR,Mangalore(BOOT),Coimbatore(BOOT),Madurai(BOOT)-SR, 165CR- Wadibunder, ECR – Danapur and Samastipur, ER – Sealdah and Howrah, NER – Kathgodam and Gorakhpur, NFR – Kamakhya and New Jalpaiguri, NR – Lucknow and Varanasi, NWR – Jodhpur and Bikaner, SCR – Secunderabad and Hyderabad, SECR – Bilaspur and Durg, SER – Santragachi, Hatia and Tata, SWR – Hubli and Mysore, WCR – Jabalpur and Kota, WR – Indore, Grant Road 166CR-1(Wadibunder), ECR-2(Danapur, Samastipur), ER-1(Sealdah), NER-2(Gorakhpur, Kathgodam), NFR-1(New Jalpaiguri), NR-1(Lucknow), NWR-2 (Jodhpur and Bikaner), SCR-2(Secunderabad, Kachiguda), SER-3 (Santragachi, Tata and Hatia), SWR-2 (Hubli and Mysore), WCR-2 (Jabalpur and Kota), WR-2 (Indore, Grant Road)


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stated that they are ensuring setting up of high capacity mechanized laundries to take care of overall requirement.

4.1.4.1 Treatment of effluents of mechanised laundries

Railway Board (January 2011167) instructed that all effluents from the mechanised laundry conform to pollution control and obtain clearances from the statutory and non-statutory authorities required for installation and operation of the mechanised laundry. Dirty water released from the mechanised laundries is required to be treated in the Effluent Treatment Plant (ETP) or stored in a specially created soak pit for the purpose. Review of records of the period 2013-14 to 205-16 showed that

� Out of 30 mechanised laundries over 14 Zonal Railways, only in four cases (SCR-1 BOOT, SR-1 BOOT, WR-1 Departmental & 1 BOOT) clearance from the State Pollution Control Board was obtained.

� Out of 30 mechanised laundries over 14 Zonal Railways, in 15 departmental mechanised laundries over 10 Zonal Railways (CR-1, ECR-2, ER-2, NER-1, NR-2, NWR-1, SCR-1, SECR-1, SER-3, WCR-1) no ETPs were installed and the untreated water was allowed to be discharged without treatment. In three mechanised laundries (WCR-1, SCR-1, SWR-1) ETPs were not functional till March 2016. In Mechanised Laundry at Kamakhya (NFR), ETP was recycling only part of the waste water.

Annexure 4.3

Due to inadequate response from private parties, railways installed departmental mechanised laundries. However, these did not have sufficient handling capacity and railways continued to meet bulk of its requirement through outsourcing. The pace of setting up of departmental mechanised laundries was also slow. No quality check of washing through departmental mechanised laundries was done nor any norms prescribed for the same. Necessary clearances for operating 26 out of 30 mechanised laundries were not obtained from respective State Pollution Control Boards. ETPs were not installed in case of 15 out of 30 mechanised laundries. In respect of the remaining, ETPs were installed in the laundries, but these were not functional and one ETP was recycling only part of the waste water.

During Exit Conference, Railways agreed (February 2017) with the audit observations and stated that the issue needed to be addressed urgently. They stated that ETPs are being installed at all places and their working will be monitored regularly.

4.1.4.2 Washing of linen by contractors

Railways award washing contracts where either no departmental mechanised laundry facility is there or the available capacity is not able to meet the demand.

167Railway Board's letter No.2009/MC©/165/6 dated 14.01.2011 for setting up of mechanized laundry for linen washing on BOOT model (Para 6) should be same for any washing contractors or mechanized laundry


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Good practice

In SR, in two BOOT laundries at Basin Bridge, number of linen washed is not counted for arranging payment for washing. Instead, it is calculated based on the number of soiled linen/passengers issued with bedroll as per figures obtained from CRIS regarding actual number of passengers travelled (whichever is less) since both washing and distribution are being done by the same contractor.

Railway Board stipulated the scope of work168 for the contractors engaged in linen washing, which included collection of soiled linen from AC coach attendants from the platforms/washing lines and transportation to the laundry stores, supply of washed linen to coaches of trains, along with train-wise place/location where the linen is to be collected from/supplied to etc., standards for cleaning linen, removal of stains, washing, drying, calendaring, ironing in the automated laundry, packing of linen sets in environment friendly bags and storage and maintaining proper account of linen items.

Audit examined 76 selected outsourced contracts in 33 selected Coaching Depots for the period 2013-14 to 2015-16 along with the performance of the contractor. It was observed that there were variations in the rates of washing per item of linen across all the Coaching Depots. In some of the Zonal Railways, the rates were very low. A test check showed that, in some of the Zonal Railways where rates were very low, the percentage of rejection in bed sheets, pillow covers and face towels were higher, which indicated that very low rates resulted in compromise in quality.

In all Zonal Railways (except ECR and SWR) washed linen were rejected in varying quantities for poor quality of washing during the review period. (Bed sheet (ACASH) – 17 per cent in NER, pillow covers – 31 per cent in NER, face towels – 61 per cent in NER and woollen blankets – 5 per cent in NWR).

There were wide variations in the rates for washing of various items of bedroll. In Zonal Railways where the rates of washing were very low, had comparatively higher percentage of rejection. This indicated that at lower rates quality was compromised.

4.1.4.3 Washing and sanitisation of blankets

As per Railway Board instructions169, washing of linen (except blanket) should be done after every single use and blankets should be dry-cleaned at least once in two months. It was observed that various Zonal Railways had provided periodicity of once in a fortnight/ month/once in two-three months for washing of blankets. Audit collected the data of number of blankets in use and number of blankets washed during the period of review in the 33 selected coaching depots. During the period of review (2012-13 to 2015-16), it was seen that

168 Railway Board’s letter No. 2009/MC(C)/165/6 dated 14.01.2011 for setting up of mechanised laundry for linen washing on BOOT model 169 Policy Circular No.19 of 1999


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� In 14170 selected coaching depots of nine Zonal Railways (CR-2, ECR-1, NER-1, NFR-1, NWR-2, SCR-2, SR-2, WCR-2, WR-1) no blankets had been dry washed. Further, except seven171 depots of five Zonal railways (ER – 1, NR – 2, SECR -1, SWR -2, and WCR - 1) linens had not been sanitised in any of the selected depots.

� In SCR, a specific clause had been incorporated in all the washing contracts for dry-cleaning of woollen blankets by utilising per chloro-ethylene operated dry-cleaning machines. However, contrary to the above contract provision, the woollen blankets were being wet washed.

� In three Zonal Railways (NCR, CR and WR), it was noticed during joint inspection that provision for dry cleaning of blanket every month was made in the contract, but it was not done monthly. Similarly, in SER (Coaching depot Santragachi), provision was made for twice in a month, but the same was not done.

� The process for sanitisation/disinfection of blankets was not prescribed. Audit observed that out of 33 coaching depots, provision of sanitisation of blankets existed in contracts for only six172 depots in five Zonal Railways (CR -1, ER -1, SECR -1, SWR -2, and WCR 1). Though no provision existed in the contracts of two depots of NR, blankets were sanitised at an interval of 30 days (Lucknow)/ 15 days (New Delhi) by ‘hot air’ method and no steam sterilization or chemical sterilization of blankets was done.

� It was observed that during 2015-16, in respect of 12 coaching depots of eight Zonal Railways as given below, blankets had been washed after an interval 6 to 26 months:

Table 4.5 – Percentage shortfall in washing of blankets in selected coaching depots

ZonalRailways

Depot No. of blankets

in use

Blankets required to be washed

(No. of blankets x 6)

Blankets washed

Shortfall Frequency (months) No. in per

cent

CR Lokmanya Tilak Terminus and Wadi bunder

13732 82392 12488 69904 85 13

ER Sealdah 14500 87000 9127 77873 90 19

NCR Gwalior 2456 14736 2616 12120 82 11

NFR Guwahati 12799 76794 5957 70837 92 26

NFR Dibrugarh 6305 37830 9687 28143 74 8

NR Lucknow 5760 34560 2767 31793 92 25

SCR Secunderabad 21987 131922 43580 88342 67 6

SER Hatia 6,327 37962 6,327 31635 83 12

SER Tatanagar 2778 16668 5698 10970 66 6

170CR-Lokmanya Tilak Terminus, Wadibunder; ECR-Darbhanga, NER-Lucknow; NFR-Guwahati; NWR-Jodhpur, Jaipur; SCR-Secunderabad, Hyderabad; SR-Chennai Central, Tiruvanantapuram; WCR-Jabalpur, KOTA; WR-Ahmedabad 171ER-Sealdah, NR- New Delhi, Lucknow; SECR- Durg; SWR- Yeshwanthpur, KSR Bengaluru City; WCR- KOTA 172CR – Nagpur, ER - NCC/ Sealdah, SECR – Durg, SWR –Yeshwanthpur & KSR Bengaluru City, WCR - Kota


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Table 4.5 – Percentage shortfall in washing of blankets in selected coaching depots

ZonalRailways

Depot No. of blankets

in use

Blankets required to be washed

(No. of blankets x 6)

Blankets washed

Shortfall Frequency (months) No. in per

cent

WCR Jabalpur 10028 60168 7634 52534 87 16

WCR Kota 1282 7692 1282 6410 83 12

Annexure 4.4

4.1.4.4 Washing and sanitisation of Pillows

In March 2016, Railway Board instructed that washing of pillows should be done at least once in every six months or prior if required so as to provide neat and hygienic pillows to every passenger. Prior to March 2016, there were no instructions regarding washing of pillows. However, washable pillows where procured were required to be washed. It was observed that in the absence of instructions, pillows were not washed in any of the Zonal Railways except ECoR and NFR (where some of the stock was washed) during the period of review. The process for sanitisation/disinfection of pillows was also not prescribed.

Annexure 4.4

Thus, blankets and pillows were not dry cleaned and/or sanitised for long periods before supply to the passengers.

During Exit Conference, Railways stated (February 2017) that directives have been issued to wash blankets once in a month henceforth. 4.1.4.5 Quality of washed linen

(a) Quality of cleaning of linen items

Railway Board prescribed (January 2011) standards of cleanliness in linen:

(i) The average whiteness of new linen items after 5 washes shall be taken as the base reference i.e. an index of 100 per cent. The contractor must ensure at all times a minimum level of whiteness index of 75 per cent for all the constituents of the linen kit.

(ii) The washing contractor is also required to provide instruments for checking the whiteness of linen and other quality related parameters.

(iii) There should be no wrinkles or wetness after calendaring. Hand towels should retain their soft feel and water absorbing capacity. The washed linen should be hygienic, bacteria free, stain free and odourless.

Additional parameters in the washing contract are also provided like use of perfumes, softening chemicals for towels, starch for Bed sheets and Pillow covers for crisp feeling. Review at washing contracts for the period 2012-13 to 2015-16 at 33 Coaching depots showed that


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� In 24173 coaching depots of 14 Zonal Railways, neither any provision exists in the contract to provide instrument for checking whiteness of linen nor there is any system of checking the whiteness of linen by contractor or railways own arrangement. In the absence of electronic instruments for quality measurement and lack of penal provision in the contract for not adhering to the quality standards, it was difficult to enforce quality standards prescribed by the Railway Board.

� In 10174coaching depots of eight Zonal Railways, provision existed in the contract and checking was done by instrument, but calibration of the instrument was not done in three175 coaching depots during the period of review.

� In 10 Zonal Railways, at 18176coaching depots provision did not exist for use of perfumes in the washed linen. Though provision existed in 17 coaching depots of 11 Zonal Railways for use of perfumes, in six177coaching depots perfumes was not used as seen during joint inspections.

� Similarly, provision did not exist in the contract for use of chemical for softening the towels in four depots of three178Zonal Railways. Though provision existed in 30 coaching depots of 16179 railways for use of chemicals for softening the towels, the same was not used in two180 depots.

� Provision did not exist in the contract for use of starch for bed sheets and pillow covers for crisp feeling in 22 depots of 11181 Zonal Railways. Though provision exist in eight182Zonal Railways 13 depots for use of starch for the washed bed sheets or pillow covers during joint inspection by audit it was noticed that bed sheets did not feel crispy in three183Zonal Railways in five depots.

173CR (Lokmanya Tilak Terminus, Nagpur), ECoR (Bhubaneswar, Puri), ECR (Rajendra Nagar, Darbhanga), ER (Sealdah, Howrah), NCR (ALlahabad, Gwalior), NFR (Dibrugarh), NR (Lucknow), SCR (Secunderabad, Hyderabad), SECR (Durg), SER (Santragachi, Tata, Hatia), SWR (YYeshwanthpur, Bengaluru city), WCR (Jabalpur, kota), WR (Bandra Terminal), NWR (Jaipur) 174CR (Wadibunder-BOOT model), NER (Kathgodham, Gorakhpur), NFR (Guwahati), NR (New Delhi), SECR (Bilaspur), SR (Chennai Central, Thiruvananthapuram), WR (Kankaria), NWR (Jodhpur) 175SR (Chennai Central, Thiruvananthapuram), NWR (Jodhpur) 176CR (Lokmannya Tilak Terminus, Wadibunder-Deptl & BOOT, Nagpur), ECR-Rajenda Nagar, Darbhanga), ER (Sealdah), NER (Kathgodam, gorakhpur), SECR (Bilaspur), SER (Tata and Hatia), SR (Chennai Central, Thiruvananthapuram), WCR (Kota), WR (Kankaria), NWR (Jodhpur and Jaipur) 177ECoR (Bhubaneswar, Puri), ER(Howrah), NFR (Dibrugarh), SCR (Secunderabad, Hyderabad) 178 ECR (Darbhanga), SER (Tata and Hatia), WCR (Kota) 179CR (Lokmanya Tilak Terminus, Wadibunder-Depttl & BOOT, Nagpur), ECoR (Bhubaneswar, Puri), ECR (Rajendra Nagar), ER (Sealdah, Howrah), NCR (Allahabad, Gwalior), NER (Kathgodam, Gorakhpur), NFR (Guwahati, Dibrugarh), NR (Lucknow, New Delhi), SCR (Secunderabad, Hyderabad), SECR (Biaspur, durg), SER (Santragachi), SR (Chennai Cental, Thiruvananthapuram), SWR (Yeshwanthpur, KSR Bangaluru city), WCR (Jabalpur), WR (Bandra Terminus, Kankaria), NWR (Jodhpur, Jaipur) 180ER (Howrah), SER (Santragachi) 181 CR (Lokmannya Tilak Terminus, Wadibunder Depttl & BOOT), ECR (rajendra Nagar, Darbhanga), ER (Sealdah, Howrah), NER (Kathgodam, Gorakhpur), NR (Lucknow, New Delhi), SECR (Bilaspur, durg), SER (Tata, Hatia), SR (Chennai Central, Thiruvananthapuram), WCR (Jabalpur, Kota),, WR (Kankaria), NWR (Jodhpur,Jaipur) 182CR(Nagpur), ECoR (Bhubaneswar, puri), NCR (Allahabad, Gwalior), NFR (Guwahati, Dibrugarh), SCR (Secunderabad, Hyderabad), SER (Santragachi), SWR (Yeshwanthpur, KSR Bangaluru city), WR (Bandra Terminus) 183 CR (Nagpur), ECoR (Bhubaneswar, Puri), NFR (Guwahati, Dibrugarh)


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(b) Inspection/Check of washed linen Railway Board (January 2010) prescribed guidelines for checks to be conducted on washed linen and prescribed quantum of random sample check, periodicity and the level of inspection at washing plant before despatch of linen and while receiving the washed linen in the depot. Only in case of emergency, lots primarily rejected could be accepted after imposing suitable penalty. Such practice, however, was to be exercised very rarely, and only in cases where train services are likely to be affected due to shortages. It was also stipulated that no washing contract should be awarded without prior assessment of the availability of required infrastructure and capability and capacity of the firm. Audit review of records during the period of review (April 2013 to March 2016) related to inspections conducted during the period of review at selected Coaching Depots showed that � Inspection at washing plant before despatch of linen by the Assistant Scale

Officer/Sr. Supervisor/SSE, once in every quarter was not done in eight184Coaching Depots. Records of inspection done, if any, were not maintained in three185Coaching Depots.

� Inspection while receiving the washed linen in the Coaching Depots by the JA grade officer was to be done once in every quarter. This was not done in nine186Coaching Depots, not done in the prescribed schedule in two187Coaching Depots and no documentary evidences were available in two188Coaching Depots.

� At Assistant Scale Officer/Sr. Scale Officer level it was to be done once in every month. During the period of review the same was not done in three189 Coaching Depots and not done as per prescribed schedule in six190 Coaching Depots. Similarly, inspection of plant and machinery of the washing contractor before awarding of contract was not done in three191 Coaching Depots during the period of review.

184SR-(Kuchuveli-BOOT), CR (Lokmannya Tilak Terminus), ER (Sealdah, Howrah), NR(Lucknow), WR (Bandra Terminus), SER (Santragachi, Hatia) 185SR (Basin Bridge-2013-14,14-15), NCR (Gwalior), NR (New Delhi). 186SR (Chennai Central, Thiruvananthapuram), SWR (Yashwanthpur, Bangaluru City), CR (Lokmannaya Tilak Terminus), ER (Howhar), NR (Lucknow, New Delhi), SER(Hatia) 187CR (Wadibunder), SCR (Hyderabad) 188NCR (Allahabad), WR(Kankaria) 189 SR(Thiruvananthapuram, Chennai central),NR(Lucknow) 190 CR(Lokmannya tilak terminus, Wadibunder), NCR(Gwalior), WR (Bandra Terminus), SCR (Secunderabad, Hyderabad) 191 NR (Lucknow), SER (Santragachi, Hatia)

Fig 6: Wet bed rolls in Train No.18238 – Chhatisgarh Express (21 September 2016)


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� Inspection of plant and machinery of the washing contractor for complying procedure/use of automatic plants and equipment etc. was to be done by Assistant Scale Officer/Senior Scale Officer once in every six months. During the period of review the prescribed inspection was not done in case of four192Coaching Depots. There was no documentary evidence as to whether or not the prescribed inspection was done in SECR and WR.

� Monthly report of summary of all inspection/test check was not available in seven193 Zonal Railways during the period of review.

(c) Penalties on washing contractors for unsatisfactory performance Railway Board fixed (January 2011) the penalties on washing contractors for unsatisfactory performances at various stages of linen management viz. delay in delivery of washed linen, loss or damage to linen, passenger complaints on the quality of washing, cleaning or ironing, packaging, loading & unloading, safe transportation etc. Review of 76 Washing Contract Agreements in 33 Coaching Depots for the year 2013-14 to 2015-16 showed that

� In ten Zonal Railways (SWR, NFR, CR, ECR, WCR, ECoR, NER, SR, NR and NCR) there were instance of the rate of penalty in the contract for improper packaging being different (most of the cases less) from the rate prescribed by the Railway Board.

� In NCR there was no provision in the contract to levy penalty for unsatisfactory performance.

� In NR, though rejection of sample was 21.72 per cent and 12.79 per cent i.e. more than two per cent, the whole lot should have been rejected as per instruction of Railway Board, which was not done.

� In 13 (CR, ECoR, ER, NCR, NR, NWR, SCR, SECR, SER, SR, SWR, WCR and WR) Zonal Railways, during the period of review an amount of ` 6.26 crore was recovered from washing contractors due to their unsatisfactory performance and in eight Zonal Railways (CR, ECR, NCR, NFR, NWR, SER, SR and WR) an amount of ` 1.48 crore from 47 washing contractors was yet to be recovered.

� In 10 (CR, ER, NFR, NR, NWR, SCR, SR, SWR, WCR and WR) Zonal Railways, an amount of ` 4.75 crore was recovered from washing contractors on account of loss of linen and in two Zonal Railways (ECR and SCR) an amount of ` 1.19 crore was outstanding

There were deficiencies in the washing contracts which diluted the enforcement of quality assurance measures. Electronic instruments for quality measurement were not being used in most of the Zonal Railways. This was also not enforced through the terms and conditions of the contracts. Inspections of quality were not being done adequately. Large amounts were being recovered from washing contractors for unsatisfactory performance.

192 SR (Basin Bridge, Kuchuveli-BOOT), SER (Santragachi, Hatia) 193 NER, ECoR, ECR, NCR, NER, WCR,SER


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During Exit Conference, Railways agreed (February 2017) that inspection and supervision of quality of washing was important and needed to be addressed. They stated that they are going for third party audits for monitoring coach cleaning and laundry. 4.1.4.6 Distribution of linen to passengers in trains As per Policy Circular 19 of 1999, the distribution of linen was to be done by the railway staff i.e. by coach attendant in the coaches so that the activity was properly monitored. Railway Board modified the instructions in August 2005 and decided that where the availability of staff for such distribution is inadequate, the same can be handed over to a private party. Accordingly, Zonal Railways outsourced the bedroll distribution job along with additional job of escorting AC coach/coach attendant. In SCR it was observed that distribution of Coach Attendants across the two depots test checked were not uniform. While one attendant per coach was deployed on Tirupati Depot, two coaches were attended to by one attendant at Coaching Depot at Secunderabad and Hyderabad. This lack of uniformity leads to avoidable higher deployment leading to possible avoidable expenditure and needs rationalisation across depots on IR. (a) Mechanism for ensuring recovery of amounts towards supply of linen on demand by passengers In Sleeper Class of Duranto Express194 and AC III of Garib Rath Express195, passengers have an option to book and pay for bedroll along with the payment for ticket. Railways also have a provision to supply bedrolls on demand by the passenger on payment of ` 25 per kit in trains. It was observed that in three railways (SER, SR and NCR), no system existed to verify whether bedroll charges were collected from the passengers opting for bedroll in the train, and properly remitted as no separate record was being maintained either in Coaching Depot or in the Chief Ticket Inspector’s office. During the passenger survey (undertaken between June 2016 to Sep 2016) in Garib Rath and Duranto Express it was seen that passengers who were provided linen on demand in the train were either not given any receipt though payments were made or no payment was collected. (b) Recovery of penalty from defaulting distribution contractors

Railway Board (March 2006) specified the methodology to be adopted for recovery for loss of bed roll items based on their residual life. Railway Board reduced (January 2010) the life cycle of the linen items. However, the rate of recovery against loss of linen was revised only in 2015. Zonal Railways were also advised (September 2015) to keep a watch on regular defaulters reporting loss of linen and do counselling/training besides levying penalties.

Test check of records of 65 Distribution Contract Agreements over 33 coaching Depots for the year 2013-14 to 2015-16 showed that in SR, loss of linen distributed on train at Chennai Coaching Depot has not been quantified during

194w.e.f Oct 2009 195w.e.f. Dec 2012


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Fig 6 1. Linen kept at the entrance of a coach in

Gorakhdham Express (NER) 2. Bed rolls kept on berth in Train No. 18243-

Bhagat Ki Kothi LHB coaches due to insufficient storage space in SECR (20.9.16)

3. Linen staked in vestibule of Garib Rath (12878) in SER (5.10.16)

4. Linen staked in passage of Garib Rath (12611) in SR (24.9.16)

5. Lines dumped wet & dirty platform at Ranchi Station, SER (22.8.16)

1 2

3 4

5

the period from April 2013 to November 2013 and no recovery was made. During the period of review, an amount ` 7.42 crore was recovered in 11 (CR, ECoR, ECR, ER, NCR, NER, NFR, NR, NWR, SCR and SECR) Zonal Railways and ` 1.64 crore was outstanding in eight Zonal Railways (CR, ECoR, ECR, ER, NCR, NER, SER and SECR) from the distribution contractor for loss of linen. Railways did not adhere to the statutory requirements in respect of the payments made to the labours of distribution contractors.

4.1.4.7 Storage space of linen in trains

Railway Board Policy Circular No.19 of July 1999 laid down strategy for supply of good quality linen to the travelling passengers and emphasized on developing proper storage facility at stations as well as in the trains. Railway Board also issued instructions (July 1995) to modify the layout of the existing AC 3-Tier coaches and reduce the number of berths from 67 to 64.

On board study was conducted in trains including Garib Rath Express as well as the platforms to assess the adequacy/inadequacy of storage space. During field/ joint inspections during August/September 2016 it was observed that


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� In none of the trains test checked, storage space was adequate. In Garib Rath, LHB type coaches, trains having more than two links were having limited space for storing linen.

� In four Zonal Railways (SER, NER, SR, WR), even fresh linen was being stored on the floor of the corridors /vestibules of the coaches, entrance/exit gates, near toilets etc.

� In Ranchi Station (SER), it was noticed that the platform was not fully covered with shed and linen were susceptible to getting wet, dirty and unhygienic during loading and unloading.

Thus, storage space in trains was inadequate and linen was stored on the floor, in the vestibules and near toilet, making it dirty and unhygienic to use.

4.1.5 Feedback and complaint redressal mechanism

4.1.5.1 Passenger Feedback

Monitoring of quality and adequacy of linen rests on passenger satisfaction through feedbacks. Railway Board instructed (Policy Circular No.19 of 1999) that on-board staff should give feedback about the quality of linen in their lobby offices. Also feedback from travelling passengers should be taken from time to time by developing suitable feedback forms to improve the services.

Railway Board further instructed (January 2011) that the contractor shall make arrangements for making feedback in the prescribed forms available to the passengers through the departmental on board AC staff/ACCI, who shall obtain passenger feedback from at least five passengers per AC coach in each direction. One feedback shall also be taken from Train Superintendent/Travelling Ticket Examiner (TS/TTE) for each direction over and above the feedback from passengers. Review of records for the years 2013-14 to 2015-16 showed that out of 33 coaching depots over 16 Zonal Railways:

� Provision for collection of passenger feedback existed in washing contract of only one Kankaria Coaching Depot, Ahmedabad Division of WR.

� In distribution contract only four Coaching Depots of two ZRs (Guwahati and Dibrugarh in NFR and Secunderabad and Hyderabad in SCR), provision for collection of passenger feedback existed.

� In NFR, no feedback was taken from the passengers in respect of any of the depots.

� In SCR, out of 579400 passengers to be surveyed for two depots, 393276 (68 per cent) passengers were surveyed out of which 48 per cent were not satisfied, but no penalty was levied.

� In SR, both washing and distribution contracts of Chennai and Thiruvananthapuram Coaching Depots provided for collection of feedback from passengers. However, details of passenger feedback collected were not made available to audit in any of the depots.


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During Exit Conference, Railways stated (February 2017) that they would use feedback from passengers to bring about improvement in quality of linen services.

4.1.5.2 Passenger complaint and redressal system

Indian Railways has time and again reiterated its commitment to provide good quality fresh, bright, crisp, ironed and stain free linen to passengers. An effective complaint redressal mechanism is thus necessary for redressal of complaints of passengers: Passengers have an option to lodge their complaints through various means196.

It was observed that during the period of review, 6726 complaints (1559 in 2013-14 for 31 depots, 2768 in 2014-15 for 33 depots, 2399 in 2015-16 for 33 depots) pertaining to linen had been lodged by the passengers in respect of 33 selected Coaching Depots over all Zonal Railways. A detailed review of 538 complaints over all Zonal Railways was done and it was seen that these complaints pertains to issue of bedroll not cleaned and ironed, non-supply of hand towel, dirty and unhygienic bedroll, blanket & pillow full of dirt etc. In most of these cases, action was taken by the railways and penalty of ` 500 to ` 2000 (`10,000 in two cases and ` 4000 in one case) was imposed on the respective contractors. As regards complaints pertaining to Coaching Depots where Departmental Mechanised Laundries were doing the washing, no record was being maintained for rejection and replacement of linen.

Annexure 4.5 4.1.5.3 Passenger Survey by audit teams

In the absence of records relating to passenger feedbacks by the railway administration/ washing or distribution contractors as prescribed by Railway Board, audit conducted (June 2016 to September 2016) a passenger survey in 79 trains of all Zonal Railways randomly selecting 25 passengers in each train. The passenger survey by audit brought out the following:

� 23 per cent of the passengers graded the overall quality of linen (bedroll except blanket and pillow) as “Average” or “Poor”.

196138 – Passengers can lodge complaints by dialling 138. The message is stored at commercial control of Divisional and Zonal Headquarter. Complaint Monitoring System (URL: coms.indianrailways.gov.in) – This is a web based portal where a passenger can lodge complaint. This can be done through mobile app and SMS. Zonal Railway wise, division wise, complaint type wise reports can be generated, developed and maintained by CRIS. Twitter: Complaints can be lodged through social networking site like twitter. The complaints are transmitted to respective departments. Centralised Public Grievance Redressal and Monitoring System (CPGRAMS): Passenger can lodge complaints through this web portal/ mobile app of Department of Administrative Reforms and Public Grievances. Report is generated department wise, complaint type wise. Passengers can lodge complaints through email/letter to GM/AGM/CCM/Sr.DCM. Subsequently these are transmitted to respective departments. During journey, complaint book is maintained by TTEs and the book is supposed to be sent to the depot through Train Inspector.


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� 48 per cent of the passengers were not aware about how to register the complaint and 55 per cent were of the view that complaint to Railway authorities would not serve any purpose.

� 91 percent of the passengers were satisfied with the behaviour of the bedroll distribution staff.

� 56 per cent of the passengers were uncomfortable in very cool temperature at night and 79 per cent of the passengers were of the opinion that blankets were required for cool temperature at night.

� 67 per cent of the passengers expressed that the blankets were not hygienic because of multiple use and 52 per cent felt that the blankets were not properly washed.

Adequate feedback was not being taken from passengers as per laid down norms. As regards complaints pertaining to Coaching Depots where Departmental Mechanised Laundries were doing the washing, no record was being maintained for rejection and replacement of linen.

4.1.6 Non-adherence to statutory requirements by Railways as Principal Employer

As per directions, railways as a principal employer must ensure that the distribution contractors have complied with the labour laws and the provisions of Employees Provident Fund (PF) Act and Employees State Insurance (ESI) Act. Linen distribution contractors are under statutory obligation to deduct mandatory PF & ESI contribution and this along with matching contribution is deposited in the respective accounts of the contractual labours. 65 distribution contracts were examined by audit and it was observed that

� In four Zonal Railways (ER, NCR, SER and WCR) and one depot (Jodhpur) of NWR, the estimate was not prepared based on Minimum Wages Act.

� In four Zonal Railways (ER, NCR, NWR and SCR), there was no provision for payments of wages through bank accounts.

� There was no documentary evidence to show that contractors furnished Bank Statements in respect of payments made to the labourers in any197 of the Zonal Railways.

� In six Zonal Railways (SECR, NCR, NR, SR, CR, NER), no documentary evidence were submitted by the contractor as an evidence towards deduction of ESI, PF from the salary of the labourers. The procedure of submission of documentary evidence was not followed in one depot (Jodhpur) of NWR. In ER, documentary evidence (ECR, i.e., Electronic Challan cum Return) was submitted by two distribution contracts. However, the information furnished in the ECR could not be validated in the official website of Employees’ Provident Fund Organisation in respect of one distribution contractor.

197Except SR(Thiruvananthapuram)-NAP,WCR(KOTA)-NAP,ECoR(PURI,Bhubaneswar),WCR(Jabalpur),WR(Bandra Terminus & Ahmedabad),CR (Lokmannya Tilak Terminus),NR (Lucknow), SR (Chennai Central, Thiruvananthapuram)


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� In two Zonal Railways (NER, NCR, (Allahabad & Gwalior)), the contractor made cash payments of wages and no recovery were made towards PF & ESI for the labours.

Thus, as Principal Employer, IR did not have a mechanism to ensure adherence of statutory provisions by the distribution contractors.

During Exit Conference, Railways agreed (February 2017) that adherence to labour laws by the contractors was an area of concern for the IR.

4.1.7 Conclusion

Annual requirement of various linen items was not being assessed properly leading to stocking of significantly high or low levels of stock. Provision of inspection of a prescribed percentage of new supply was not being used effectively, to ensure, quality of the linen received in General Stores Depots. The storage space was also not adequate and items were not stored in proper environment. The storage was also not done in an organised manner and First in First out (FIFO) methodology was not followed. As a result, linen stock was kept for long periods in unsuitable conditions, which had an impact on their quality.

The storage space in the Coaching Depots was also not adequate and proper storing arrangements were not made. The stock of new linen as on 31 March 2016 were much less than one month’s requirement and coaching depots continued to use old/bad linen much beyond their service life. No norms had been prescribed for optimal stock of bedroll to be carried in trains. To avoid any shortages and replace bedrolls in case of complaints in the train, extra bedroll kits were provided. This had an impact on the available storage space in the trains as well. Delay in condemnation of old stock also took away available space for storage in Coaching Depots.

Due to inadequate response from private parties, railways installed departmental mechanised laundries. However, these did not have sufficient handling capacity and railways continued to meet bulk of its requirement through outsourcing. The pace of setting up of departmental mechanised laundries was also slow. No quality check of washing was done or any norms prescribed for departmental mechanised laundries. Necessary clearances for operating mechanised laundries were not obtained from respective State Pollution Control Boards and ETPs were either not installed, not functional or not functional effectively.

There were wide variations in the rates for washing of various items of bedroll. In Zonal Railways where the rates of washing were very low had comparatively higher percentage of rejection. This indicated that at lower rates quality was compromised.

Blankets and pillows were not dry cleaned and/or sanitised for long periods and supplied to the passengers. Electronic instruments for quality measurement were not being used in most of the Zonal Railways. Due to lack of penal provision in the contract for not adhering to the quality standards, it was


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difficult to enforce them. Inspections of quality were not being done adequately and these were not able to ensure quality standards. Large amounts were being recovered from washing contractors for unsatisfactory performance, but, it did not act as a deterrent as no improvement was visible. Storage space in trains was inadequate and linen was stored on the floor, in the vestibules and near toilet, making it dirty and unhygienic to use.

Railway as principal employer was lacking in its responsibilities for ensuring compliance of the labour laws by the linen distribution contractors.



1. Internal control mechanism for monitoring the stock position as well as the procurement process needs to be rationalised and strengthened. Proper storage space may be provided for storage of linen in Store Depots, so that linen can be issued in an organised manner.

2. The new stock at Coaching Depots may be determined keeping in view the time required for transfer of stock from General Stores Depot. Adequate storage space may be provided for storage of linen in Coaching Depots. Similarly, norms for stock to be issued to the trains may be laid down so that storage problems in trains can be addressed.

3. Railways need to increase the pace of setting up of mechanised laundries and prescribe norms for quality standards for washed linen.

4. Railways need to keep a check on quality standards of washed linen. Quality benchmark for washing may be enforced. There is a need to strengthen supervision for enforcing contract terms and conditions.

5. A mechanism may be put in place to ensure strict compliance to norms of cleaning blankets and pillows as per required periodicity.

6. Effluent Treatment Plants may be set up wherever required after obtaining necessary clearances from State Pollution Control Boards while setting up departmental mechanised laundries. Effluent Treatment Plants should be maintained properly and kept in operational state so as to ensure effective treatment of waste water.

7. The mechanism of feedback from passengers may be effectively used for improving passenger satisfaction in respect of quality of linen.

8. Railways may strictly adhere to the statutory requirements in respect to the payments made to the labours of distribution contractors in regard to minimum wages, payment to bank accounts, provident fund, ESIC etc.

4.2 Working of Coach Rehabilitation Workshop, Bhopal

4.2.1 Introduction

The Coach Rehabilitation Workshop (CRWS), Bhopal was established in the year 1989 with the capacity for Mid-life Rehabilitation (MLR) of 300 coaches per annum. The life of a steel bodied Railway coach is defined to be 25 years. Rehabilitation work is carried out on the coach which lies in the age group of 12


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to 15 years. In this activity, repair on corrosion and degenerated interior and furnishing is carried out to bring it to the level of “as good as new”.

The activity of MLR of railway coaches is carried out through eight major shops. The shop-wise activities are depicted below:

This activity results in savings of repair cost in subsequent years of service of coaches apart from providing improved customer satisfaction to the passengers. In addition to above, other preventive maintenance of passenger coaches viz., Intermediate Overhaul (IOH) and Periodical Overhaul (POH) are also carried out in the workshop. The workshop caters to all the Zonal Railways.

In 2005-06, the capacity of CRWS was enhanced from MLR of 300 to 500 coaches per annum. With the increase in population of coaches, need was felt for further increase in the capacity of the workshop. In the Works Programme of 2006-07, a work was sanctioned for enhancing capacity from 500 to 750 coaches. The work of capacity augmentation is still in progress and present out-turn of CRWS is below 600 coaches per annum.

Organizational Structure

At Railway Board’s level, CRWS, Bhopal is under the control of Member Rolling Stock who is assisted by Additional Members (Production Unit).

At the Zonal level (WCR), Chief Mechanical Engineer (CME) and Chief Workshop Engineer (CWE) are responsible for implementing the policy guidelines/ orders of the Railway Board. The Workshop is headed by Chief Workshop Manager


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(CWM) who is assisted by Dy. Chief Mechanical Engineer and Dy. Chief Mechanical Engineer (Model Rake) aided by Workshop Manager (WM) Mechanical and Electrical. Procurement of stores and disposal of scrap etc. is monitored by Dy. Chief Material Manager (Dy. CMM) who is assisted by Senior Material Manager (SMM) and Assistant Material Manager (AMM). Finance department is headed by Dy. FA&CAO and assisted by Workshop Account Officer (WAO). The hierarchy view is given below:


The Audit covered a period of three years from 2012-13 to 2015-16 and was taken up to examine

1. Whether planning, financing and execution of MLR activities were efficient, effective and economical;

2. Whether resources available for MLR activities were adequate and these were efficiently and effectively utilized.

Audit Criteria and Methodology

The audit was conducted keeping in view the following audit criteria:

� Indian Railway Code for Mechanical Department (Workshop), Indian Railway Stores Code Vol-I & Vol-II and other Codes and Manuals pertaining to Contract management, Establishment matters etc.

� Railway Board’s Orders, Guidelines issued on the subject from time to time.

� Joint Procedural Orders issued by the Zonal Railways.

The records and data maintained at Zonal Headquarters office (WCR) as well as in the office of Chief Workshop Manager, Dy. Chief Mechanical Engineer, Dy. Chief Material Manager and Works Manager (Electrical) were reviewed. All the contracts awarded for MLR related activities (excluding petty works contracts)


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were reviewed. The audit findings were discussed with Chief Workshop Manager, Bhopal in October 2016.

Audit Findings

4.2.2 Planning, Financing and Execution of MLR activity

4.2.2.1 Target and Achievements of the workshop

The targets for outturn of MLR of coaches are fixed by the Railway Board on the basis of decision taken during Annual Meetings in Railway Board for ‘Fixing the targets for POH and MLR’, which is attended by all the mechanical heads of all Zonal Railways. However, it was seen that while fixing the MLR targets for CRWS, the manpower and infrastructure capacity of the workshop was not kept in mind. Audit noticed that during the period of review target for MLR of the coaches fixed for Railway Board could never be achieved and the same were re-fixed by CRWS itself on the ground of inadequate manpower availability. The targets set by Railway Board, revised by the Workshop and actual outturn are depicted in the graph.

As can be seen, that the workshop reduced the targets set by the Railway Board by 7 to 19 per cent. These were conveyed to Zonal Headquarters office (WCR) and intimated to the Railway Board, but no formal approval was taken.

The actual outturn during this period was ranging from 562 to 587 which was even less than the target re-fixed by the Workshop itself. The Workshop is nowhere near achieving the targets of 750 coaches per annum even though the capacity enhancement works for augmenting the capacity from 500 to 750 are in advanced stage of completion. The reasons for non-achievement of expected target was non-availability of manpower. Further, inordinate delay in completion of capacity enhancement work, delay in commissioning of important high value machines and their frequent failures resulted in lesser outturn.

During Exit Conference, the Workshop stated that targets are reduced keeping in mind the operated staff strength and various other activities undertaken by them such as development of Model Rakes, POH of coaches etc.

A review of the data of coaches received, outturned and under MLR process at the end of the year showed that though the number of coaches outturned have


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increased, the coaches outturned as a percentage of coaches in hand has been decreasing over the past four years. One of the reasons for lesser outturn is inadequate capacity to hold coaches in the Pocket Yard, where coaches are received for MLR.

Table 4.6 – Status of coaches received and outturned by the Workshop Year Opening

Balance Coaches received Coaches outturned after

MLR Closing Balance

2012-13 68 562 562 68 2013-14 68 609 579 98 2014-15 98 600 579 119 2015-16 119 606 587 138 Source: Holding Register of the workshop

4.2.2.2 Planning and selection of coaches for MLR

As per the criteria fixed by Railway Board, coaches in the age group of 12 to 15 years are selected for MLR activity. The number of coaches of each Zonal Railway is determined by the Railway Board and advised to the workshop regularly. The workshop authority has to plan the intake from various Zonal Railways as per number of coaches determined by the Railway Board.

Quarterly meetings of officials of CRWS/Bhopal and Zonal Railways are held to assess and monitor the intake of coaches due for MLR. Review of records of last three years, showed that 137198 coaches, which did not belong to the age group of 12 to 15 years were sent to the workshop for MLR. This was 7.55 per cent of the total coaches (1815) received in the workshop for MLR during the period of review. Review of records of returned coaches showed that these were returned back to the respective Zonal Railways due to various reasons as given below:

Table 4.7– Status of coaches returned after being received in the Workshop Reasons for

return of coaches CR ECR ECoR ER NCR NER NFR NR SCR SER SR SWR WCR WR Grand

Total

MLR already done 1 1 2 2 1 7 Beyond Repair 15 1 1 17 Due for IOH Repair

2 2

Excess holding 3 14 6 2 4 2 2 1 34 New Coach 1 3 1 5 Overage 2 1 3 2 1 3 6 4 1 3 1 4 3 34 Underage 1 3 1 1 3 1 3 13 Coaches not accepted since Rajdhani, Janshatadi, EOG, VPH coaches

0 0 2 1 0 0 0 3 2 2 0 0 0 1 11

Others 0 0 0 3 0 0 0 5 0 1 0 0 3 2 14 Total 137

198 2013-14 – 32, 2014-15 – 39 and 2015-16 – 66


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The above data shows that � 34 coaches were returned, as the capacity to hold coaches in pocket yard

was inadequate. � 52 coaches were not due for MLR as these were overaged199, underaged or

just new. Nine of these coaches were more than 20 to 33 years old. This also indicated that once a coach misses the window for MLR, it is never subjected to rehabilitation, till it is condemned. While some issues can be addressed during POH and IOH, major repair such as corrosion repair, gritting followed by painting etc. cannot be done in POH/IOH.

� 11 coaches were returned as these belonged to Rajdhani, Janshatabdi, VPH etc. for which MLR is not done.

� Seven coaches received had already undergone MLR recently. � 17 coaches were beyond repair and were going to be condemned shortly. � 51 of these coaches were detained for five to 159 days in the workshop.

Overall these coaches were detained for 1066 days leading to loss of earning capacity of ` 2.21 crore of coaches.

Receipt of a significant number of coaches not as per the criteria laid down and their subsequent return indicated that Zonal Railways were not exercising appropriate checks before sending coaches for MLR.

Annexure 4.6

4.2.2.3 Non-compliance of codal provision for preparation of deficiency list of fittings in coaches sending for MLR

As per Para 119 of Indian Railway Maintenance Manual (BG Coach), a joint check of deficiencies in the coach should be carried out by the representatives of Mechanical, Electrical and Security Departments of the Zonal Railways before sending the coach to workshop for MLR. On the basis of this joint inspection, a Deficiency List of fittings200 should be prepared under joint signature of the three representatives and pasted on the coach. Copy of the Deficiency List should also be sent to the workshop and Railway Protection Force. On arrival of the coach to workshop, a joint check should again be carried out by the representatives of the three departments of the Workshop. In case any additional deficiency is noticed, a list of such deficiency should be reported to the base station for further necessary action.

During the check of related records at Stripping Shop of CRWS workshop, it was noticed that the above prescribed procedure is not being followed either by the base station or by the CRWS. The Deficiency List, as required, is not pasted by the base station on the coach, which indicates that no joint check of fittings was being carried out at base station before sending the coach to workshop for MLR. Similarly, on arrival of this coach to workshop, though a check of fittings is

199As per Railway Board letter dated 29.05.2006, the codal life of a passenger coach is 25 years 200 Fan, wash basin, window shutter, wall protector, lavatory pan etc.


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carried out by the Stripping Shop staff, the same is not being reported to the base station.

By not following this important procedure, Zonal Railways left the coaches susceptible to theft of fittings en route. When this issue was raised by Audit earlier in February 2013, the Workshop stated (June 2013) that all the Zonal Railways have been instructed to remove these fittings before sending the coach to workshop because these fittings are otherwise replaced during MLR. The fittings so removed by the base station could be used by them during routine maintenance. These instructions, however, were contrary to the above codal provision, wherein it was stated to prepare the Deficiency List of fittings to past on the coach rather than to remove the fittings. The facts remains that the provisions are not being followed correctly and by not highlighting the deficiencies at the base station, coaches are left susceptible to theft of fittings en route.

4.2.2.4 Time taken in MLR

Midlife Rehabilitation (MLR) of coaches are processed through seven main shops of the workshop. Supporting shops provide support for the activities undertaken by the main shops. Shop-wise activities undertaken can be summarized as follows:

Table 4.8- Activities undertaken by main shops Shop Activities undertaken by the shop Pocket/ Yard Shop

This shop receives coaches from open line for MLR and MLR completed coaches are sent back to open line for onward despatch of coach to respective Zonal Railway

Grit Shop The status of existing paint of coach is checked here. If the existing paint of coach is required to be removed, the coach is sent to this shop for removal of paint. If the painting of a coach is ok, this shop is skipped.

Stripping shop All the existing electrical and mechanical fittings are retrieved from the coach (Body) and coach is made to skeleton. The stripped out material is sent to their respective supporting shops (Electric and train lighting, Carpentry).

Body and Air brake shop

The skeleton body of the coach received after stripping are sent here for corrosion repairs. The lower part of the coach is sent to CBRA shop (Bogie repair shop) and upper part of coach is sent to CBRB shop (Body repair shop).

Paint shop After completion of repair by the Body shop, coach is sent for painting in this shop.

Furnishing shop After painting, all the electrical, mechanical and carpentry items are re-fitted and made the body of the coach complete.

Final Shop Completed coach body and completed bogie is again joined together to make it a complete coach. It is checked for quality purpose and advised to NTXR for checks. Once it is clear, it is sent to pocket yard for dispatch.

In addition to the above main shops, supporting shops are also involved in MLR activities such as separation of bogie and body of coach (Lifting Bay shop), separating wheel assembly, bearings etc. from coach (Bogie shop), repair of wheels/bearings (Shell shop), repair/replacement of electrical parts (Electric and Train Lighting shop), carpentry works (Carpentry shop) etc.


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The standard time for each process has been fixed by the Rail India Technical and Economic Service (RITES) vide Para 6.8 of their report on ‘Implementation of modified scheme at CRWS, Bhopal, Volume-I’. A total of 38.50 days has been prescribed for complete MLR of a coach.

Actual time taken in each such shop and total days taken in completion of MLR was studied for the period 2013-14 to 2015-16 and it was noticed that there is huge variation in number of days taken in various shops vis-à-vis prescribed norms. During this period, out of 1691 coaches for which MLR was undertaken, MLR for only 442 (26 per cent) coaches were completed within prescribed time limit of 38.5 days. The average time taken for MLR of these 1691 coaches during the review period was 57 days. The Workshop attributed the delays to shortage of man-power, frequent break-down of machineries etc. If MLR of all the coaches was done within the prescribed time limit, outturn of at least twenty per cent more coaches would have been achieved.

Audit reviewed the average time taken in main shops, where major MLR activities were done, and results are tabulated below:

It can be seen from the above table that

� Average time taken in the Yard Shop, Paint Shop has been much higher than the prescribed norms, during 2013-14. There has been improvement thereafter and during 2015-16 the delays have substantially been controlled. However, time taken by the workshop need to be further controlled so as to bring it with in the norms.

Table 4.9– Number of days taken in shop activity as against prescribed norms Name of the

shop Norms*

(in days)

Average no. of days actually taken for one coach

Average no. of days taken beyond the norms fixed by

RITES for one coach

Average

delay

Brief reasons for delay

2013-14 2014-15 2015-16 2013-14 2014-15 2015-16 Pocket/ Yard Shop

1 26 13 5 25 12 4 13.67 Insufficient space (Nishatpura Yard).

Grit Shop 1 -- -- 8 -- -- 7 -- Grit was not done on any of the coaches received during 2013-14 and 2014-15

Stripping Shop 4 6 6 4 2 2 0 1.33 Manpower constraints

Bogie repair shop

8 5 5 4 -3 -3 -4 Nil

Body repair shop

6 4 4 4 -2 -2 -2 Nil

Paint shop 6 31 15 10 25 9 4 12.67 Frequent failure of PU Painting machine

Furnishing shop 8 7 5 4 -1 -3 -4 Nil Final Shop 1 4 3 2 3 2 1 2 Time taken by the

NTXR on re-repair *No. of days fixed by RITES for the shop for one coach


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� The bogie-repair, body-repair and furnishing shops are able to complete the work within the prescribed norms.

� Delays in completion of activities in these shops is resulting in overall delay in completion of MLR activity and shortfall in outturn.

� Grit was not done on any of the coaches received during 2013-14 and 2014-15. It was also noticed that the Grit Blasting Machine201 remained under breakdown from August 2014 to August 2015. In 2015-16, the Grit Shop on an average took eight days per coach as against the norm of 1 day.

During Exit Conference (October 2016), CRWS intimated that during the current year (up to September 2016), the average time of one coach for MLR has been brought down to approximately 44 days. However, the same is still more than the prescribed time period of 38.5 days.

4.2.2.5 Detention before and after MLR

Audit reviewed detention of coaches before and after the completion of MLR activities. The records of Pocket Yard of CRWS workshop were test checked for the year 2015-16 and it was noticed that coaches coming for MLR were kept waiting for required space in the workshop. Out of the 686 coaches sent by Nishatpura yard during 2015-16, 264 coaches were detained for 2557 days. There is no time period fixed for sending the coaches to Pocket Yard from Nishatpura yard and back to Nishatpura yard after completion of MLR. The detention was ranging from 1 day to 35 days with the average detention of 20 days under waiting condition. The loss of earning capacity due to detention of coaches for 2557 days, as worked out by audit, was ` 5.30 crore for the year 2015-16. The detention of coaches post MLR, was however not significant and ranged between 1 and 2 days.

Detention of coaches before the MLR activity increases the overall period of coach being out of service.

4.2.2.6 Post-Performance of MLR

To ensure the quality of MLR, the workshop needs to ensure that the quality of the work by the workman and the material used is optimum. Audit, however, observed that no specific norms has been prescribed for ensuring the workmanship in MLR.

Completed MLR coaches are checked by an independent authority of Indian Railway Conference Association (IRCA) through its Neutral Train Examiner (NTXR). The shortcomings pointed out by NTXR are re-repaired by the workshop. These are re-examined by the NTXR and finally sent to yard shop for onward dispatch of coach to respective Zonal Railways.

(i) Re-repair of MLR completed coaches on advice of NTXR

Audit observed that out of total 2286 coaches rehabilitated during the review period, 855 (37.40 per cent) coaches were found defective by NTXRs in the Final 201 The machine is used for removing the existing paint of the coach and smoothening the surface after paint removal.


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shop. These were then re-repaired by the Workshop. As such, every third coach turned out required re-repair of some sort. The total time consumed on re-repair of these 855 coaches was 2423 days and the average time spent for re-repair was 2.83 days per coach. The main lacuna as pointed out by the NTXRs are painting, stencil writings, buffer height margins and cleanings etc. These reflect deficiencies in the quality of workmanship. This was also one of the main reasons for detention of coaches.

Annexure 4.7

(ii) Online failure202 of coaches post MLR

Audit observed that 87 out of 2286 coaches rehabilitated during the review period failed online. Out of these 87 coaches, 49 coaches failed within 100 days of MLR and remaining 38 coaches failed after 100 days of MLR. The reasons for online failure of coaches were defective material such as V-belt, Electronic Rectifier-cum-Regulating Unit (ERUU), Alternator pulley chain brake in 24 cases and in remaining cases, failure was on operational account such as improper handling by the crew, Carriage and Wagon staff etc. as can be seen from the table below:

4.2.3 Assets Management (Infrastructure and its up-gradation)

The records pertaining to proposals for Rolling Stock Programme, process of procurement, installation, commissioning and utilization of plant and machinery were studied in audit. The audit findings are discussed below:

4.2.3.1 Use of over-aged Machineries

Review of Machinery and Plant Register maintained in the Office of Chief Workshop Manager showed that as on 31 March 2016, 11 machineries costing 202 Online failure means where coaches are detached in transit due to fault

Table 4.10 - Statement showing the details of Coach or Wagon Detachment cases from Running Trains Year No of Coaches/

Wagons Detached due

to online failure

No. of coaches

failed within 100 Days of

MLR

No. of coaches

failed after 100 Days of

MLR

Description of the Failed Material

Reasons for Failure Remarks

2012-13 44 32 12 Failed materials are V- belt, ERRU, Alternator pulley chain brake cylinder etc.

out of 44 cases in 08 cases material was found defective

Out of 87 cases of online failure of MLR coaches, the reason for failure was defective material in 24 cases

2013-14 19 7 12 out of 19 cases in 08 cases material was found defective



Total 87 49 38


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`1.59 crore had completed their codal life, but were not condemned till date. The Workshop stated (December 2011) that these machines had not been condemned as some of their parts had been put to alternative use which was beneficial to Railways. 'Phosphating Plant' costing ` 0.51 crore, was one of the over-aged machinery not in use since March 2002 due to an objection raised by State Pollution Control Board of Madhya Pradesh. In its place, a new Shot Blasting Machine was installed in February 2004. Some major parts of Phosphating Plant are being used in other activities and the cost of this machine still appears in Assets Register. As a result, Railways had to pay a dividend @ ` 3.28 lakh every year. The overall liability of payment of dividend against these over aged eleven machines lying idle was ` 10.33 lakh per annum.

4.2.3.2 Augmentation of capacity

CRWS, Bhopal was set up in 1989 with an initial capacity of MLR of 300 coaches per annum. To exploit maximum possible capacity of this workshop, three capacity enhancement works were undertaken from 2003-04 onwards as tabulated below:

Table 4.11 – Details of capacity enhancement works taken up at CRWS, Bhopal S. no

Name of work Estimated Cost (` crore)

Sanctioned year

(i) Augmentation of facilities for enhancement of MLR outturn capacity from 300 coaches to 500 coaches per annum203.

5.74 2003-04

(ii) Augmentation of facilities for enhancement of MLR outturn capacity from 500 coaches to 750 coaches per annum204

30.00 2005-06

(i) The work of capacity enhancement of MLR outturn capacity from 300 coaches to 500 coaches per annum was sanctioned by the Railway Board in 2003-04 at an estimated cost of ` 5.74 crore. The work commenced on 30 July 2004 with the scheduled completion date as 29 July 2005. This augmentation work was completed (31 October 2012) with a delay of seven years due to revisions in the detailed estimate a number of times and paucity of funds. After completion of this work, expected outturn of 500 coaches have been achieved by the workshop. (ii) The work of augmentation of facilities for enhancement of MLR outturn capacity from 500 coaches to 750 coaches per annum was sanctioned in August 2006 at the cost of ` 30 crore. After several revisions to detailed estimate, the work commenced on 26 December 2008. The scheduled date of completion of this work was 25 June 2010. The project included procurement and installation of total 37 mechanical and 27 electrical machineries at a total cost ` 4.54 crore. In addition, the project included procurement, installation and commissioning of high value machineries viz., Guillotine shearing machine, Grit blasting machine and Poly Urethane Painting machine. However, the project was yet to be completed (October 2016). The reasons for delay in completion of work as 203 Pink book item no. 182 204 Pink book item no. 296


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stated by the workshops authority were shortage of funds and revisions of detailed estimate a number of times. The above work of capacity enhancement included construction of civil structure for machineries to be procured, extension of sheds and shops to accommodate more coaches, provision of additional pit lines and construction of Stores Depot etc.

4.2.3.3 Procurement and installation of Poly Urethane Paint line System

This machine is an automated spray painting system for painting of railway coaches. After cleaning the surface of the coach, surface is painted through this machine and then dried in baking oven. The procurement of this machine was solely for the purpose of capacity augmentation. The anticipated cost of this machine was `17.30 crore (`13 crore for bare cost of machine and `4.30 crore for the construction of civil structure). The work of procurement and installation of this machine was sanctioned in 2008-09. After finalization of detailed estimate and administrative approvals, contract for supply of this machine was awarded by the COFMOW in March 2010. The machine was to be supplied within 10 months from the date of contract, but it was delayed till February 2013 for want of GA drawing which are to be finalized by the workshop authorities.

The work of construction of structure for this machine was assigned to Construction Organization of Bhopal Division. The tender for the construction of structure was awarded on 15 April 2009. The schedule date of its completion was 11 months from the date of award of contract but the work was completed in March 2016. Due to delay in finalization of drawing and designs and shortage of funds, the civil work got delayed and the machine could be commissioned in March 2016 after completion of construction of structure. Commissioning of this machine took seven years. Delay at various stages are tabulated below:

Table 4.12 – Delays in commissioning of PU Paint line System Reasons Delay in

months Delay in revision of estimate and provision of additional funds 6 Delay in award of contract for supply and commissioning of Paint System 5 Delay in clearance of GA Drawings 35 Delay in award of contract for erection of civil structure for Paint System 6 Delay in completion of civil structure work 25 Delay in commissioning 7 Total Delay (in months) 84

This was a high-tech automatic painting machine and painting time was expected to be reduced which would ultimately reduce the MLR days and increase the outturn. But due to delays in commissioning of this machine, Railway could not get the benefit of saving time on painting. The outturn of the workshop still remains between 562 and 587. Thus, the objective of investment on the PU Paint line System for capacity enhancement work did not serve the purpose.


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Audit further analyzed post performance of the PU Paint line System during the period from April to June 2016. It was noticed that against the prescribed time of 6 days per coach, the Paint shop still taking 13 to 20 days as tabulated below:

Table 4.13 – Time taken in PU Paint Line System per coach Month No. of Coaches handled by

Paint Shop Total days taken Average days per coach

April 2016 46 946 20.56 May 2016 45 894 19.86 June 2016 52 669 12.86

Delays in time taken for MLR activities thus, resulted in lesser outturn than envisaged.

During Exit Conference (October 2016), the Workshop accepted the audit observation and opined that the main reason for less outturn is manpower constraint. However, it was seen that despite augmenting manpower through outsourcing and paying incentive, the Workshop was not able to achieve the targets. Delay in installing/commissioning of machineries and frequent breakdown of new machines were also the reasons for less outturn.

4.2.4 Manpower

Proper assessment of manpower is the primary step in manpower management of any organization. The required manpower in workshop is to be assessed duly analyzing the activities, jobs, skills and time required for execution of jobs, availability of infrastructure etc. The capacity of any workshop would normally be related to the availability of manpower, plant and machinery and the workshop layout with the level of performance of men and machinery determining the outturn. Based on the Feasibility Study (February 2002) conducted by RITES on Incentive Scheme, Railway Board increased (03 May 2013) the sanctioned strength from 1909 to 2385 for targeted outturn of 647 coaches. Detailed analysis of manpower of major shops as on 31 March 2016 is given below:

Table 4.14 – Manpower related information for major shops Name of shop Sanctioned

strength Men in position

Percentage vacancy

Supplemented through

outsourced manpower

during 2015-16

GIS amount

paid (` in lakh)

Stripping shop 119 89 25.2 0 50.97 Shell shop 80 47 41.3 0 29.11 Bogie shop 192 206 -7.3 0 121.26 Wheel shop 71 80 -12.7 0 49.93 Furnishing shop 432 342 20.8 9 201.66 Paint shop 154 126 18.2 16 73.86 Carpentry Shop 228 196 14.0 5 129.05 Body Repair shop (CBRA+CBRB) 690 532 22.9 30 353.86


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It can be seen that

� While there were shortages in major shops, in Wheel Shop and Bogie Shop, the men-in-position was more than the sanctioned strength. This created an imbalance as, MLR activity is sum total of activities of all the shops and more manpower than required in some shops does not add on to the overall outturn. It was seen that incentive of `1.71 crore was paid in these shops for more work done, which was not justified.

� Despite supplementing manpower through outsourcing, large amounts were paid for incentive in Body repair shop, Paint shop, Furnishing shop and Carpentry shop.

� In these shops a total amount of ` 11.03 crore was paid as incentive during 2015-16. However, outturn could not be achieved as per the targets.

4.2.5 Non-revision of MLR cost under Rolling Stock Programme (RSP)

In March 2002, the Railway Board notified the bifurcation of the capital cost of the MLR to be charged under Rolling Stock Programme & Depreciation Reserve Fund. As per the guidelines, ` 25 lakh for AC coach and ` 12.5 lakh for Non-AC coach is to be charged as capital cost and ` 5 lakh for AC coach and ` 3.5 lakh for Non-AC coach is to be charged as POH cost (revenue expenditure on maintenance), which is to be debited to respective Zonal Railways.

With the passage of time, cost of wages and stores material has increased considerably but the above ceiling has not been revised by the Railway Board so far. Accordingly, the cost of MLR charged to RSP is only ` 25 lakh for AC coach and ` 12.5 lakh for Non-AC coach. The remaining amount is charged to Zonal Railways as POH cost.

By adopting the above procedure for booking of costs, the capital cost is being understated and the revenue cost (i.e. POH cost charged to Zonal Railways) is being over stated over the years. As such, the actual cost of MLR per coach is not correctly depicted.

4.2.6 Conclusion

Midlife Rehabilitation (MLR) of passenger coaches is the main activity of this workshop. The purpose of this activity is savings of repair cost in subsequent years of service of coaches apart from providing improved customer satisfaction to the passengers. The targets for outturn of MLR coaches are fixed by Railway

Table 4.14 – Manpower related information for major shops Name of shop Sanctioned

strength Men in position

Percentage vacancy

Supplemented through

outsourced manpower

during 2015-16

GIS amount

paid (` in lakh)

Electric & Train Lighting (ETL) 194 165 14.9 2 93.94


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Board annually. These were reduced by the Workshop to the extent of 19 per cent. There were shortfalls in achievement of the reduced targets by the workshop.

A significant number of coaches received in the Workshop were not accepted for MLR and later returned after being detained in the Workshop (Pocket Yard), as these did not fit the criteria set for MLR. Zonal Railways were not exercising adequate checks and caution before sending the coaches for MLR. It was also seen that once a coach misses the window for MLR, it is never subjected to rehabilitation, till it is condemned.

The Pocket Shop had capacity constraints, which added to detention of coaches and also return of some of the coaches back to the Zonal Railways. There were delays in outturn in various major shops as against the prescribed norms on account of insufficient space and frequent failure of machineries. This resulted in short achievement of targets and detention of coaches causing loss of earning capacity. The capacity augmentation project undertaken by the workshop (500 to 750 coaches per annum), was yet to be completed (October 2016) as against the targets date of completion of June 2010.




1. Zonal Railways may be directed to strengthen their controls in order to ensure that coaches due for MLR as per the laid down criteria, only are sent to MLR workshops.

2. Capacity of the Pocket Yard needs to be augmented on priority basis, so as to ensure that all coaches due for MLR are taken in.

3. Workshop may insist that the Zonal Railways must send the Deficiency lists along with coaches received for MLR.

4. CRWS, Bhopal may take effective steps to reduce the detention of coaches beyond the prescribed norms in various shops to ensure achievement of targets of coach outturn.

4.3 North Central Railway (NCR): Detention of periodic hauled (POHed) wagons at Jhansi Workshop by using them for storage of scrap instead of carrying freight

NCR Administration used POHed wagons for storage of scrap wheels/axles instead of sending them to open line for carrying freight traffic. This led to detention of 318 POHed wagons (April 2012 to June 2016) and consequent loss of earning capacity of ` 22.87 crore.


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The Performance of Indian Railways as a ‘Goods Carrier’ depends amongst others on the optimal utilisation of its rolling stock. To keep wagons (a rolling stock) fit for optimum traffic use, regular and periodical maintenance/ overhauling are necessary. Railways undertake regular maintenance and periodical overhauling (POH) in a time bound manner and as per laid down schedules at wagon sick lines and workshops. For wagons, Periodic overhaul is done after every six years and Routine overhaul (ROH)/Intermediate overhaul (IOH) after every two years.

Jhansi workshop of NCR is a major POH wagon workshop and handles 22 per cent of the POH work of Indian Railways. It receives various types of wagons for POH from Zonal Railways as per the plan fixed by Railway Board. After the modernisation of Jhansi workshop (with effect from October 1995) the permissible time for POH has been fixed as four days.

Scrutiny of records of Jhansi Workshop and its Stores Department was done by audit. During the year 2012-13 to 2015-16, POH of total 30,056 wagons205 was done by Jhansi Workshop. It was seen that:

1. During this period, 289 wagons after POH were not sent immediately to the open line for traffic use, but with a delay of three to 607 days; average delay being 58 days. No time period has been prescribed for handing over of fit wagons after POH to open line.

2. These POHed wagons (289) were utilized by Jhansi Workshop for the purpose of storage of scrap wheels/axles during the period 2012-13 to 2015-16. After storing these wheels/axles in these wagons, rakes were formed to transport scrap wheel/axles to Rail Wheel Factory, Yelhenka, Bangalore.

3. The practice of storing the scarp wheels/axles was continuing and during April to June 2016, 29 wagons loaded with scrap wheel/axle were stabled in the Workshop. Scrap once identified is required to be handed over to Deputy Chief Material Manager/Scrap for further disposal/transportation.

Utilization of these 318 POHed wagons (up to June 2016) for storage of scrap wheels/axles led to detention of wagons and consequent loss of earning capacity of ` 22.87 crore206. The matter of detention of wagons for storage of scrap was taken up with Workshop authorities in March 2015. Workshop authorities in their reply stated (October 2015) that space for storage of wheels/axles was not adequate in workshop. They further stated that as the space is costly, the scarp was stored in wagons till a rake load scrap becomes available for transportation to Rail Wheel Factory, Yelhenka, Bangalore. However, NCR Administration in their further response (December 2016) stated that, storage space was not a constraint at Jhansi Workshop.

205 BOXN/BOXN-HS – mainly used for loading coal, iron ore, stone etc. 206 Loss of earning calculated as per statistical statement no.15 and 24 for the year 2012-13, 2013-14 and 2014-15


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Thus, the POHed wagons are being used for storage of scrap wheels/axles and not used for traffic purpose for earning revenue. This leads to detention of wagons and consequent loss of earning capacity, which is avoidable. The matter was referred to Railway Board in December 2016; their reply has not been received (February 2017). 4.4 Integral Coach Factory (ICF): Injudicious procurement of material for

manufacturing coaches for Kolkata Metro

Injudicious action of the ICF Administration in recommending BHEL for supply of electrics without ascertaining the eligibility criterion and procurement of material before approval of tender by the Railway Board, led to loss of ` 6.17 crore as the material procured had become obsolete due to change in policy for manufacturing of metro rakes.

Integrated Coach Factory (ICF), Chennai is a Production Unit of IR. It manufactures various types of railway passenger coaches including AC rakes for Kolkata Metro with conventional DC electrics207. For upgradation of technology, Railway Board instructed (November 2011) ICF to switch over to IGBT208 based modern 3-phase technology for manufacture of metro rakes, as these were highly energy efficient. Considering the fact that ICF would take some time to switch over to the new 3-phase propulsion technology, Railway Board conveyed (March 2012) administrative approval to manufacture of seven additional rakes with conventional DC electrics to meet the immediate requirement of Kolkata Metro. Railway Board also asked ICF to confirm the feasibility of manufacturing these seven additional rakes in 2012-13, over and above the numbers planned as per the production programme 2012-13. In December 2012, these seven additional rakes were included in the production programme of ICF by Railway Board. ICF initiated (April 2012) procurement process for manufacturing these seven rakes before the revision of production plan (December 2012) and floated (April 2012) tender for ‘Procurement of electrics (propulsion equipment) for Kolkata Metro’. The tender was opened in May 2012 and ICF recommended (January 2013) the bid of BHEL for ` 178.69 crore to Railway Board for acceptance. Audit observed that the Appreciation Committee of Railway Board met 11 times209 during the period from October 2013 to September 2014 and deliberated with ICF on the eligibility of BHEL for the tender. Appreciation Committee viewed that the DC electrics supplied by BHEL during the last five years to Kolkata Metro had not completed two years in service on the date of opening of the tender, as stipulated in the tender document as one of the eligibility criteria and thus the offer of BHEL did not meet the eligibility criterion. Two years after the recommendation of ICF, Railway Board finally discharged 207 Propulsion equipment - A propulsion system consists of a source of mechanical power, and a propulsor (means of converting this power into propulsive force). 208 An insulated-gate bipolar transistor (IGBT) is a three-terminal power semiconductor device primarily used as an electronic switch which as it was developed, came to combine high efficiency and fast switching. 209 The Appreciation Committee met 11 times – 3 Oct 2013, 8 Oct 2013, 3 Dec 2013, 8 Jan 2014, 10 Feb 2014, 19 Feb 2014, 25 Feb 2014, 28 Feb 2014, 29 April 2014, 28 Aug 2014, 2 Sep 2014


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(January 2015) the tender and decided that henceforth, Metro rakes would be manufactured with modern 3-phase propulsion only.

While the deliberations on tender were going on, and apart from the procurement of electric, ICF Administration initiated process for procuring other materials such as doors, wheels, axle, side windows, light fittings, electrical cables, junction box, terminal board etc. related to manufacturing of the additional seven rakes for Kolkata, Metro and placed (April 2012 to July 2013) purchase orders for a value of ` 19.45 crore. These materials were delivered (July 2012 to September 2014) by the suppliers. However, due to the decision of Railway Board to discontinue production of Metro rakes with conventional DC Electrics, the material procured remained idle.

ICF Administration itself accepted (December 2015) that high value items are to be planned only after finalization of tender for procurement of electrics and stated that since the case was recommended for acceptance, no problem was anticipated in manufacturing of the rakes at that point of time. ICF further accepted that items procured for Kolkata Metro are non-moving and stated that it was due to change in policy of Railway Board to manufacture Metro rakes with modern 3-phase propulsion only.

As regards utilization of material, ICF Administration stated (April 2016) that materials worth ` 1.97 crore can be used, material worth ` 6.17 crore cannot be used and material worth ` 10.66 crore can be used after modification. They further stated continuous efforts are being made to liquidate the non-moving items by using them at alternative Workshops/ Production Units.

As checked by audit, as of June 2016, material worth ` 18.80 crore out of ` 19.45 crore were lying idle. Further, items worth ` 0.49 crore were issued to shop floor for alternate use after modification and ` 0.17 crore worth material issued to shop floor as it is for alternate use. However, there are no records to show that these materials were utilised.

Thus, injudicious action of the ICF Administration in recommending BHEL for supply of electrics without ascertaining the eligibility criterion and procurement of material before approval of tender by the Railway Board, led to loss of ` 6.17 crore as the material procured had become obsolete due to change in policy for manufacturing of metro rakes. Besides an amount of ` 12.63 crore was blocked on account of material which as ICF had stated, could be used as it is (` 1.97 crore) or after modification (` 10.66 crore) and was lying unutilized.

The matter was taken up with ICF Administration in October 2016. They stated (December 2016) that material worth ` 4.27 crore are to be spared to Kolkata Metro, material worth ` 0.06 crore has been issued to shop and the remaining material is planned for consumption from current year onwards. Audit, however, noticed that as on December 2016, no material has been spared to Kolkata Metro, material worth ` 0.71 crore were utilised and no plan has been drawn for consumption. Thus, material worth ` 18.09 crore are lying unutilised.


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4.5 South Eastern Railway (SER) :

Deficient planning in procurement and non- installation of machines simultaneously in the same complex, led to non-achievement of objective of a self-sufficient Wheel Shop in the Wagon Shop at Kharagpur Workshop

Deficient planning in procurement and non-installation of machines simultaneously in the Kharagpur Workshop under Modernisation Plan led to unfruitful investment of ` 5.90 crore.

In April 2006, Railway Board envisaged a Workshop Modernization Plan for replacement of over-aged Machinery & Plant (M & P) items of some identified workshops including Kharagpur Workshop b in South Eastern Railway (SER). The main objective was to reduce Periodical Overhaul (POH) time, reduction in manpower/increased outturn with same manpower and overall improvement in quality etc. Financial sanction for the Modernisation Plan was given by GM, SER in March 2008.

Under the Modernisation Plan, the Workshop identified the requirement of (i) one 500 T Horizontal Wheel & Axle Press Machine (ii) one Vertical Turning and Boring Machine (iii) one Universal Axle Journal ‘Turning and Burnishing (AJTB) Lathe & (iv) one non-CNC Axle Turning Lathe and other machines for both the main and wagon workshop to make an independent and self-sufficient ‘Wheel Shop’ in the Wagon Shop. In the justification of Modernisation Plan, the Railway Administration emphasized the need for independent and self-sufficient Wheel Shop to cater to the works like Tyre Turning, press work, axle turning, journal burnishing etc. at the same place.

Four210 machines were to be procured for setting up an independent and self-sufficient Wheel Shop in the wagon shop. Simultaneous commissioning and operation of the machines in one complex was vital for achieving better outturn.

Review of records in Kharagpur Workshop showed that the Workshop administration did not effectively plan simultaneous purchase and commissioning of all the machines in the same complex, which was required to achieve operational synergy in the chain of activities involving repair and overhaul of wagon wheels. Initially, the four machines were planned for installation in Shop no.48 and AJTB & VTL machines were installed and commissioned at the Shop no. 48 in the year 2010 and 2011 respectively. However, due to addition of the work of POH of a new type of wagon (BVZI211) in the workshop, the space in Shop no. 48 was used

210 Wheel & Axle Press machine, Vertical Turning Lathe (VTL), Universal Axle Journal Turning and Burnishing Lathe (AJTB) and Axle Turning Lathe (ATL) 211 Bogie Brake Van: This 8-wheeled brake van was designed in 2004 with ICF bogie to achieve comfort level (Ride Index) equivalent to loco for goods guard and capable of running at 100 kmph. The brake van is 5 meter longer than BVZC brake van, which are 4 Wheeler Brake Van with Air Brake


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for berthing of these wagons received in the workshop for POH and the location of Wheel Shop was changed to Shop no. 44 in April 2013. It was seen that AJTB was shifted to the new location in July 2016, but VTL was yet to be shifted to the new location (November 2016). Another machine (Wheel & Axle Press) was installed and commissioned in Shop no.44 in May 2013. As regards, the fourth machine it was initially planned to procure a non-CNC ATL machine. COFMOW in February 2008 however, suggested that instead of non-CNC ATL machine, SER should procure CNC ATL machine. However, the Workshop sent the requisition to COFMOW for procurement of CNC ATL machine only in July 2015, after a gap of more than seven years. This machine (CNC ATL machine) has not yet been received and two machines (Wheel and Axle Press and VTL) cannot be used until the CNC ATL machine is installed and commissioned. Workshop is managing by carrying wheel sets from the Wheel Shop in Wagon Shop to the Wheel Shop in Main Workshop and back; these two shops are two kms apart. This is not only impacting efficiency, but also resulting in recurring expenditure on to and fro transportation of wheel sets between Wheel Shop in Main Workshop and Wheel Shop in Wagon Workshop besides involving material handling and labour expenses. The issue was brought to the notice of Railway Administration in July 2016. Railway Administration replied (September 2016) that primarily, it was decided that all the machines would be installed in the new shed (Shop No. 48) for a self-sufficient Wheel Shop. The AJTB & VTL machines were installed and commissioned at the Shop no. 48 in the year 2010 and 2011 respectively. But in due course the POH target of the Wagon shop kept on increasing and at the same time new stock started coming to the workshop for POH. This necessitated creating new berthing facility under EOT crane. It was then decided to utilize the remaining space of Shop no. 48 for berthing and POH of BVZI and install the machines in Shop no.44. However, since the working of these four machines is inter-dependent and they were required to be installed at one location (Wheel Shop of wagon shop) to make the wagon shop self-sufficient and reduce cost of transportation and labour and cycle time for repair, the investment of ` 5.90 crore remained unfruitful and would continue to remain so, till CNC ATL machine is procured, installed and commissioned at the new location. The matter was referred to Railway Board in December 2016. In reply, they stated (February 2017) that the decision to procure CNC ATL machine instead of conventional (Non-CNC) ATL machine was to achieve better productivity and quality. The same is likely to be received by February 2017 and it is expected that the machine would be installed and Wheel Shop fully operational by June 2017. They further stated that AJTB machine was installed in Shop No.44 in July 2016 and the other machine, VTL will be shifted to the Shop No.44 by February 2017. They also stated that Wheel Press had been giving outturn since the commissioning (May 2013) in Shop No.44.


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However, as per the user of the machine (Sr. Section Engineer, Kharagpur), there is no outturn by Wheel Press and VTL machines in absence of ATL machine. The user also confirmed (December 2016) that no wheel disc was mounting and dismounting since October 2015 by the AJTB till December 2016 for the want of ATL machine.

4.6 South Eastern Railway (SER): Premature rejection of ERRUs

ERRUs, a type of electronic based maintenance free item costing ` 5.05 crore became defective without serving its full life and remained un-utilised in defective/ break-down condition in workshop/ coaching depots of South Eastern Railway

Passenger Coach battery is connected with the alternators through Rectifier-cum-Regulating Unit (RRU)/ Electronic Rectifier-cum-Regulating Unit (ERRU), which converts Alternating Current (AC) output of alternator into regulated Direct Current (DC) and prevents reverse flow of current from battery to the alternator during periods of non-generation. As the RRUs had some inherent limitations, Research Designs and Standards Organisation (RDSO) felt necessary to go for a better design using Insulated Gate Bi-polar Transistor (IGBT) device i.e. ERRU having additional safety features, higher reliability and maintenance free. RDSO standardised the specification of ERRUs in July 2008 to increase the reliability of the components and the specification was further upgraded. SER Administration started using the ERRU in place of RRU since 2011. As per RDSO’s specification, ERRU is a maintenance free component, and the manufacturer has to give a declaration that no scheduled maintenance is required except visual checks for mounting and external damages. The prescribed life of an alternator regulator is 12 years.

Audit observed that there was lapse on the part of supplying firms in attending to the warranty failures. Concerned railway officials also failed to ensure timely repair of the defective ERRUs resulting in their accumulation. The performance of ERRUs was reviewed by Audit in Kharagpur Workshop for a period of six years from 2010-11 to 2015-16. It was observed that:

� Substantial numbers of ERRUs developed defects prematurely within a period of one to seven years (against the prescribed codal life of 12 years) due to reasons such as low voltage, high/low generation, burnt out etc.

� 399, 4.5 KW and 48, 25 KW ERRUs fitted in coaches were found defective during periodical maintenance/ overhaul between the periods from April 2010 and November 2015 in the Kharagpur Workshop.

� A similar check in the Coaching Depots of SER during the same period showed that 23, 4.5 KW at Santragachi Coaching Depot and 105, 25 KW ERRUs in three212 coaching depots fitted in coaches were found defective during maintenance.

212 76 nos. in Santragachi of Kharagpur Division, 28 nos. in Hatia of Ranchi Division and one in TATA of Chakradharpur Division


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� Chief Electrical General Engineer (CEGE)/SER advised (October 2014 and November 2014) the workshop to repair/upgrade the ERRUs by procuring kits. The workshop though initiated the proposal for repair/upgradation, the same could not materialise and instead it was proposed to enhance the stock by procurement. The response of ERRU suppliers was also very poor to address the warranty failures. The workshop in order to meet the repair needs of some ERRUs resorted to cannibalization of spares from the defective ERRUs thereby rendering the defective ERRUs completely redundant and of no use.

� It was also noticed that though defects were found in respect of ERRUs supplied by all the firms, but only one firm was de-listed (July 2015) by RDSO for not attending the warranty failure and upgradation work of the ERRUs.

� As of July 2016, 341, 4.5 kw ERRUs were lying in Kharagpur workshop premises in defective condition and it was decided for repair/upgradation of 42, 25 kw ERRU and 100, 4.5 kw ERRUs by ERRUs manufacturers (RDSO approved) through open tender. As assessed by railways, the cost of repair comes to almost 66 per cent of the cost of fresh procurement, which is on a higher side. Besides, the work of upgradation of 150 out of warranty defective 4.5 kw ERRUs was awarded at a cost of ` 93.75 lakh which was subsequently revised to ` 1.4 crore for 225 ERRUs.

� Chief Workshop Engineer (CWE), SER in December 2014 issued directions that proper documentation regarding rejection of components during overhauling/ periodic maintenance of rolling stocks is to be maintained and a monthly summary is to be drawn to ascertain the quantity of rejected ERRUs in a month. However, no systematic records were maintained by the Electrical Department of Kharagpur workshop for the defective and rejected ERRUs. Only some periodical status was prepared while reporting the defects to the higher authorities or supplying firms.

The matter was brought to the notice of Railway Administration in January 2016 and July 2016. They replied (September/October 2016) that

(i) ERRU was a newly developed item and was planned for replacement of RRUs with a view to provide better service. But it had some inherent problems which resulted in their failure. RDSO was continuously investigating the failure and making modifications in order to establish the working of ERRUs.

(ii) Action was taken on advice of CEGE/SER to go for repair/upgradation, but repair could not be arranged. In Shop also, repair/upgradation could not materialise as material and technical expertise was not available in the Shop/Shed. Turning out of coaches after POH from Workshop and also from Shed was not possible as good material were not available, so cannibalization was the only solution left with the Shop/Shed to get some defective ERRUs ready and turn out the coaches. However, the make-wise record of defective ERRU was always kept by the Shop/Shed. Failure of


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almost all make was there because of new technology which was taking time to stabilize.

(iii) The failure of Stesalit make was very high and at the same time firm had not taken proper interest in rectification, so this firm was delisted by RDSO. However, other firms were responding immediately to rectify the failure. So they have not been delisted and still supplying ERRUs with modified version.

(iv) RDSO was approached for giving guidelines for repairing of the defective ERRUs in the month of August 2015 and June 2016. Now the instruction has been received for repair/ upgradation, Workshop is going for open tender for repairing of the defective ERRUs from approved vendor of the RDSO. Therefore, all efforts are being taken by the Railway Administration to utilize/repair the defective ERRUs as quickly as possible.

Thus, since ERRUs costing ` 5.05 crore became defective without serving full life and lying unutilized in defective/ break-down condition in workshop/ coaching depots of South Eastern Railway, RDSO/Zonal Railways need to diagnose various factors that might be at the root of defects and expeditiously take suitable remedial measures.


4.7 Western Railway (WR):

Loss due to non-revision of agreement clause for repair and maintenance charges for Rail Milk Tankers (RMT)

Non-revision of the clause in the agreement for maintenance charges for Rail Milk Tankers own by National Dairy Development Board resulted in loss to the Railway Administration. Para 1417 to 1430 of Mechanical Code lays down the procedure to be adopted for working out various costs in respect of works undertaken in Railway Workshops for public/private bodies. Railway Board further issued (November 2014) a Special Parcel Train Operators Policy (SPTO) vide Freight Marketing Circular No.23 of 2014. Para 4.1 of this circular categorizes RMT under Category II (Coaching stock) and as per Para 7.2.2 of the circular ‘maintenance charges at the rate of 5 per cent per annum shall be recovered for open line maintenance of such rakes apart from charges for POH which shall be as per actuals incurred by the workshop’. Repairs and maintenance of 91213 Rail Milk Tankers (RMT) owned by National Dairy Development Board (NDDB) is being carried out by the Railway Workshop at Pratapnagar as per an agreement executed between Commercial Department of Western Railway and NDDB from time to time. The current agreement executed on 23 April 2015 effective from 1 April 2015 is valid up to 31 March 2020. In terms of Clause 6.2 of this agreement, ‘Maintenance charges at the rate of five per cent per annum on the capital cost of the bogies and under frame will be levied and revised capital cost will be worked out every year as per Railway

213 For the year 2015-16


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Board’s guidelines issued vide their letter dated 14 December 2007’. Further, Para 6.5 stipulates that ‘five per cent per annum charge on the capital cost on underframe and bogies would include cost of running maintenance as well as workshop maintenance’. As such, the agreement executed by the Commercial department covered the cost of maintenance in open line as well as workshop @ five per cent of the capital cost and not recovery of POH cost on actual basis as envisaged in the SPTO dated November 2014. In this regard, Chief Workshop Manager, Pratapnagar (CWM/PRTN) worked out the estimated POH cost as ` 6.08 lakh per RMT (October 2013), which was revised to ` 6.65 lakh per RMT in July 2015. It was observed that this cost of POH as per actuals was not being recovered from NDDB, as the terms and conditions of the agreement did not provide for the same. The matter of such a huge gap between the charged cost as per the agreement and actual cost incurred as per mechanical code provisions was taken up by Chief Workshop Engineer/Church gate (May 2014) with the Chief Claims Officer where upon, Commercial Department clarified (8 July 2014) that the agreement had been executed as per Railway Board’s guidelines issued in March 1993 and February 1995 and any modification to this agreement would require Board’s approval. Chief Claims Officer and Chief Commercial Manager/ FS, WR referred the matter to Traffic Transport Directorate of Railway Board (June 2014 & October 2014) seeking clarification on the issue. Traffic Commercial Directorate/ Railway Board (November 2014) clarified that recovery of maintenance charges should continue as per the agreement executed. Despite prolonged exchange of correspondence between Mechanical and Commercial Department at Zonal/Board’s level, the agreement was renewed for a further period of five years in April 2015 without incorporating the clause for recovery of POH charges on actual basis. Subsequently, General Manager/WR vide his letter dated 27 May 2015 directed CCM ‘to go for rider agreement for enhancing charges as per actual of next three months’ and also took up the matter with Additional Member/Production Unit Railway Board on 16 October 2015 to revise guidelines conforming to codal provisions and Freight Marketing circular No.23 of 2014. It was clarified by Railway Board on 6 November 2015 that ‘the issue is under consideration of the Nodal Directorates of Railway Board viz. Freight Marketing and Commercial and the same is being actively pursued for early decision. Meanwhile Contract Agreement terms should be adhered to’. Thus, failure to incorporate clause in the agreement for recovery of POH charges on actual basis despite matter being taken up by the Mechanical Department of Western Railway led to non-recovery of ` 4.43 crore from National Dairy Development Board during April 2015 to Sep 2016. The matter was referred to Railway Board in November 2016; their reply has not been received (February 2017).


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Chapter 5 Engineering

The Engineering Department of Indian Railways is headed by Member Engineering at Railway Board and is responsible for maintenance of all fixed assets of Indian Railways such as Tracks, Bridges, Buildings, Roads, water supply, in addition to construction of new assets such as new lines, gauge conversion, doubling and other expansion and developmental works. Member Engineering is assisted by Additional Member (Civil Engineering), Additional Member (Works) and Advisor (Land & Amenities). He is also overall in-charge of Signal and Telecom departments at Railway Board level.

At Zonal level, the Engineering Department is headed by Principal Chief Engineer (PCE). The PCE is assisted by various chief engineers for track, bridge, planning, track machines, general matters etc. In addition, each Zonal Railway has a construction organization headed by a Chief Administrative Officer, Construction who is responsible for major construction works including survey works within the Zonal Railway and is assisted by various Chief Engineers (construction). As regard signal and telecom (S&T) department of Zonal Railway, Chief Signal and Telecommunication Engineer is the overall in-charge.

The total expenditure of the Civil Engineering Department and S&T department during the year 2015-16 was ` 35033.56 crore and ` 3500.14 crore respectively. During the year, apart from regular audit of vouchers and tenders, 1145 offices of Engineering department including Construction Organization of the Railways and 224 offices of S&T department were inspected by Audit.

This Chapter includes nine individual paragraphs relating to poor planning in land management, acquisition etc. leading to extra expenditure; avoidable expenditure due to delay in payment of spectrum charges; non-recovery of lease charges; delay in rebuilding of bridges; non-utilisation of pit-line facilities; award of contract without availability of clear site etc.


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5.1 South Eastern Railway (SER):

Unfruitful expenditure of ` 93.89 crore on the Bagnan-Amta and Deshpran-Nandigram New Railway line projects

Railway Board introduced a policy of recruitment of land losers as a compensation for acquisition of their land even though land could have been acquired using enabling provisions through notification of ‘Special Projects’ for expeditious land acquisition without making commitment of recruitment. When SER sought clarification on this issue, the Railway Board failed to take a clear stand on the policy. This created a situation of confusion and led to agitation by land losers. The work of the projects Bagnan-Amta and Deshpran-Nandigram New Railway Line projects in Kharagpur Division of South Eastern Railway had to be stopped and expenditure of ` 93.89 crore was rendered unfruitful.

Ministry of Railways (Railway Board) issued instructions214 in October 2006 to all Chief Administrative Officers (Construction) of Indian Railways for due diligence to ensure that contracts should not be awarded without completion of the pre-requisites or in case action was warranted for expeditious completion of the work, the requisite works such as clearance of site and preparation of plans and drawings should be completed in time so that progress of work was not hampered.

In order to expedite the acquisition of land for railway projects, the Railways (Amendment) Act, 2008 was enacted by Parliament which empowered the Central Government to acquire land in a time bound manner by notifying the projects as Special Railway Projects. Accordingly, all Zonal Railways were advised (April 2010) to take action for notification of the projects involving land acquisition as Special Railway Projects with the approval of the respective Board Member through the concerned Directorates in the Board. Railway Board circulated (July 2010) policy for recruitment of land losers affected by land acquisition.

Railway Board approved (October 2009) new Broad Gauge lines from Amta to Bagnan and Deshpran to Nandigram as Material Modification projects of Howrah-Amta-Champadanga and Tamluk-Digha projects respectively. The requirement of land for Amta-Bagnan project and Deshpran-Nandigram projects was 168.30 acres and 194.34 acres respectively. In these two projects contracts for civil works were awarded during November 2009 to March 2011 at a total cost of ` 127.60 crore as detailed below:

Table 5.1 Name of the

Project Number of

contracts awarded Cost of the

projects Civil Works undertaken under the contract

Amta-Bagnan (16 kms)

Two (January 2010 and October 2010)

` 2.52 crore ` 30.71 crore

Earth work, major and minor bridges, blanketing, sand filing etc.

Deshpran- Four ` 5.25 crore, Earth work, major (including sub-structure and 214 The instructions were issued in response to Audit Para No.3.3.12 on ‘Non-completion of preliminary works before awarding of contracts’ of C&AG’s Report No.8 of 2005 (Railways)


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Table 5.1 Name of the

Project Number of

contracts awarded Cost of the

projects Civil Works undertaken under the contract

Nandigram (17 kms)

(November 2009, August 2010, December 2010 and March 2011)

` 14.67 crore ` 37.32 crore ` 37.13 crore

super-structure) and minor bridges, blanketing, sand filing, construction of sub-ways, supply of ballast, cement and steel, transportation of Path Way materials, construction of staff quarters and service buildings etc.

Total ` 127.60 crore

Audit observed that

� The Deshpran-Nandigram and Amta-Bagnan projects were notified as ‘Special projects’ vide Gazette Notifications dated March 2010 and June 2010 respectively. Though the ‘Special Project’ status of these projects enabled fast track acquisition of land by the Central Government by determining compensation based on market value of the land and setting up a time frame for payment of compensation to land owners, Railway Board introduced a policy (July 2010) regarding recruitment of land losers as a compensation to land owners.

� As per policy of Ministry of Railways, 413 recruitments were made for the Deshpran-Nandigram project. Against the required area, 163 acres was acquired.

� In February 2013, in view of the changed viewpoint of the Ministry of Railways (as expressed through various newspaper reports, but not communicated to the Zonal Railways formally) SER Administration expressed their inability to make further appointments and requested the Railway Board to communicate their decision on the issue. However, no response was given to SER by the Railway Board clarifying the stand of the Ministry on the issue.

� As no further recruitments were done, the land losers started agitation and stalled the works started by the Railways. No recruitments were made under the Amta-Bagnan project and no land could be acquired. The two contracts were foreclosed (March 2014 and April 2016) after payment of ` 25.54 crore.

� Despite acquiring land in the Deshpran-Nandigram project, all the four contracts were foreclosed due to agitation by land losers after incurring an expenditure of ` 32.58 crore.

� While the Railways incurred an expenditure of ` 58.11 crore (including price variation clause payments ` 4.74 crore) on these two Railway projects, an amount of ` 35.78 crore was also incurred towards other items such as stores, cost of land, establishment cost, telephones, vehicles etc.

� As all the works have now been foreclosed, the civil works done so far, would also not remain in workable condition for long.


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Thus, Railway Board introduced a policy of recruitment of land losers as a compensation for acquisition of their land even though land could have been acquired using enabling provisions through notification of ‘Special Projects’ for expeditious land acquisition without making commitment of recruitment. When SER sought clarification on this issue, the Railway Board failed to take a clear stand on the policy. This created a situation of confusion and led to agitation by land losers. The work of the projects Bagnan-Amta and Deshpran-Nandigram New Railway Line projects in Kharagpur Division of SER had to be stopped and expenditure of ` 93.89 crore was rendered unfruitful. The matter was referred to Railway Board in December 2016; their reply has not been received (February 2017).

5.2 Northeast Frontier, Eastern, North Central, Northern and East Central Railways:

Avoidable expenditure due to delay in payment of spectrum charges to Department of Telecommunication

Delay in payment of spectrum charges by NR and ECR led to payment of late fee/surcharge of ` 19.47 crore. In NFR, ER and NCR spectrum charges surcharges/late fee to the tune of ` 89.77 crore (including surcharge/late fee of ` 26.75 crore) were outstanding. Unless the spectrum charges are paid on time, late fee/surcharge would be imposed by Department of Telecommunication, which would have to be paid by the Zonal Railways, as there is no provision of waiver of late fee on spectrum charges.

Ministry of Railways (Railway Board) decided (September 1999)215 to provide Mobile Train Radio Communication (MTRC) system on ‘A’, B’ & ‘C’ routes and instructed General Managers (GMs)/Officers on Special Duties (OSDs) of all Zonal Railways to propose the works in Works Programme 2000-2001. Railway Board further instructed (September 2000)216 GM (S&T) of NR, ER and NFR to submit application for allotment of frequency for various works related to MTRC to Wireless Planning and Co-ordination (WPC) wing of Department of Telecommunication (DoT). The application was required to be prepared taking into account Global System for Mobile Communications – Railway (GSM-R)217 based technology.

The levy of spectrum charges in the shape of License fee and Royalty was effective from 1st June 2004218 at the rates prevailing then. For delayed renewal of various licenses, surcharge/late fee was also chargeable at the rate of two per cent of the total spectrum charges payable219 per month or part thereof. In case of delay of more than one year, the late fee was to be compounded annually.220

215 Railway Board letter No.95/Tele/MW/5/Pt dated 10 September 1999 216 Railway Board letter No. 2000/Tele/WCM/1/NFAP/Misc dated 08 September 2000 217 GSM-R is an international wireless communications standard for railway communication and applications and is a secure platform for voice and data communication between railway operational staff including drivers, dispatchers, shunting team members, train engineers and station controllers. 218 Department of Telecommunications letter No.R-11014/01/2004-LR/5676 dated 5 April 2004 219 License fee and Royalty 220 Department of Telecommunications letter No.R-11014/28/2004-LR/2447 dated 23 March 2005


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Audit reviewed the matter regarding payment of spectrum charges in NR, ER, NFR and also other Zonal Railways. Frequency spectrums were taken by five Zonal Railways viz. NR, ER, NFR, NCR and ECR since February 2002. It was observed that NFR, ER and NCR had not paid spectrum charges to DoT on time and surcharge/late fee of significant amounts were payable by them as discussed below:

Northeast Frontier Railway

Northeast Frontier Railway Administration took 64 GSM-R frequency spectrums between April 2003 and February 2008. Telecommunication Departmrnt levied spectrum charges since June 2004 and Railway Administration paid a sum of ` 3.29 crore till July 2016. A check of records221 further revealed that at the end of December 2013, total outstanding amount against NFR Administration was ` 28.76 crore that included a sum of ` 3.77 crore as late fee. Neither any late fee has been paid by NFR nor any demand note received from DoT for the period after 1 January 2014. Thus, NFR Administration would have to pay surcharge/ late fee at the rate of two per cent per month on license fee and Royalty charges to be compounded annually from 1 August 2013222. Eastern Railway Eastern Railway Administration took 59 GSM-R frequency spectrums on Mugalsarai-Howrah route between February 2002 and October 2006. The total amount outstanding (September 2016) for payment to DoT towards license fee, royalty charges, spectrum charges and late fee for the period, April 2012 to September 2016 was ` 6.69 crore that included late fee of ` 1.29 crore. Eastern Railway Administration was yet (November 2016) to pay ` 6.69 crore to DoT. North Central Railway North Central Railway took GSM-R frequency spectrum on 90 stations on Ghaziabad-Kanpur-Mughalsarai route. The license for spectrum frequency was granted on 27 July 2007 and the agreement was signed on 13 October 2011. Total amount outstanding (September 2016) for payment to DoT towards licence fee, Royalty charges, spectrum charges and late fee for nine years from July 2007 to September 2016 was ` 54.32 crore that included surcharge/late fee of ` 21.69 crore. North Central Railway Administration was yet (November 2016) to pay ` 54.32 crore to DoT. It was further observed that NR and ECR Administrations also delayed payment of spectrum charges to DoT and have already paid huge amounts towards surcharge/late fee.

Northern Railway Administration took four GSM-R frequency spectrums on 1182 stations on four223 routes between April 2003 and October 2011. Despite clear

221 DoT letter No. L-14022/05/2005-LR dated 1 July 2013 222 As the spectrum charges up to 31 December 2013 were due to be paid by 31 December 2013 and thus late fee has been worked out w.e.f. 1 August 2013 223 Delhi-Ludhiana-Jammu Tawi and Jallandhar-Amritsar-Pathankot, New Delhi-Palwal, Delhi-Jammu Tawi. Additional two BTS sites (Alawapur and Sujanpur stations) and Delhi-Sonepat-Jammu Tawi


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terms and conditions, NR Administration was not clear until December 2009 as to how the payment of spectrum charges would be made to DoT. Adequate funds for payment under Revenue Head were not provided by the Railway Board and delay was on administrative account. When NR Administration approached WPC to grant exemption from paying any late fee, DoT intimated (November 2013) that there was no provision of waiver of late fee on spectrum charges. As on 31 March 2016, NR Administration paid an amount of ` 11.52 crore towards late fee/surcharge on delayed payment of spectrum charges.

East Central Railway Administration took 35 and 11 GSM-R frequency spectrums between April 2003 and December 2011. Total amount due (September 2016) for payment to DoT towards licence fee, royalty charges, spectrum charges, and late fee from April 2009 to September 2016 was ` 27.50 crore that included late fee of ` 7.95 crore. The amount due was paid to DoT upto September 2016. Thus, delay in payment of spectrum charges by NR and ECR led to payment of late fee/surcharge of ` 19.47224 crore. In NFR, ER and NCR, spectrum charges, surcharges/late fee was outstanding to the tune of ` 89.77225 crore (including surcharge/late fee of ` 26.75226 crore). Unless the spectrum charges are paid on time, late fee/surcharge would be imposed by DoT, which would have to be paid by the Zonal Railways, as there is no provision of waiver of late fee on spectrum charges. The matter was taken up with NR, NFR, ER, NCR and ECR Administration between March 2016 and December 2016. Reply from all the railways except NFR was awaited (December 2016). Northeast Frontier Railway Administration in their reply (September 2016) stated that the provision of payment of spectrum charges for the period 1 June 2004 to 31 December 2012 was not included in the revised estimate by the Construction Organisation as it required revision of the estimate and approval by the Board. As there is no provision for waival of late fee, NFR administration would have to pay full charges including surcharge/late fee. The matter was referred to Railway Board in December 2016; their reply has not been received (February 2017). 5.3 Southern Railway (SR): Failure to settle the land acquisition matter

on time led to avoidable expenditure liability of ` 50.68 crore

Southern Railway created infrastructure on land which actually did not belong to them and continued to occupy the same for a long time in violation of the codal provisions. They also did not use the opportunity to settle the matter timely by paying compensation as assessed by the State Government. This resulted in an avoidable expenditure liability of ` 50.68 crore towards compensation to the land owner.

224 NR ` 11.52 crore and ECR ` 7.95 crore

225 NFR ` 28.76 crore, ER ` 6.69 crore and NCR ` 54.32 crore

226 NFR ` 3.77 crore, ER ` 1.29 crore and NCR `21.69 crore


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Para 915 of Indian Railway Engineering Code states that ‘When the award has been announced by the State Government, the Railway Administration may enter unto possession of the land but before doing so, the authority of the Land Acquisition office to its occupation should be obtained. When possession is taken, the land acquisition is completed and the land then vests absolutely in Government’.

For construction of new Broad Gauge line for section Karur-Dindigul-Madurai, Southern Railway (SR) Administration sent (January 1990) a requisition and schedule for acquisition of land227 in Adiyanathu village near Dindigul station to State Government of Tamil Nadu. Audit observed that without waiting for acquisition, SR occupied (June 1990) the land and created structure on the land in contravention of above mentioned codal provisions.

State Government issued a notification for acquisition of land belonging to two parties (May 1991). One of the land owners228 was given (March 1993) a compensation award of ` 16 lakh by the Railways. Meanwhile, the other land owner (East India Corporation Limited229) filed a writ petition (September 1992) in High Court of Madras requesting to quash the entire land acquisition proceedings, which was dismissed (January 1999) with direction to hold negotiation with the land owner and pay compensation for the land occupied by SR within a period of three months. State Government advised (May 2000) SR Administration to deposit ` 92 lakh for the land in possession by SR. Southern Railway Administration, without verifying the land records, informed (August 2000) that the said land was not required by the Railways as the construction of new line had already been completed even though permanent structure had been created on the said land. In pursuance of SR Administration’s request, State Government declared the land acquisition proceeding lapsed and informed (March 2004) the same to the land owner.

Audit observed that in June 2004, the land owner served a notice on the State Government and Railways to pay damages (` one crore) for unauthorized occupation and use of the said land by the Railways and to relinquish the said land. Subsequently, a joint inspection by the representatives of Railways, State Government and land owners was done (May 2005) and it was found that the land was in occupation of Railways. Thereafter, SR Administration reversed its stand and requested (July 2005) the State Government to initiate land acquisition proceedings of the land for the purpose of constructing Rail Consumer Depot230 and other buildings. Accordingly, State Government informed (July/August 2006) SR Administration to deposit ` 11.90 crore towards compensation for the land.

It was noticed that on the plea that the compensation was on high side, Construction unit/ Madurai of SR proposed to acquire the said land through 227 Survey Nos. 1638/1D, 1644. 1645/1 and 1645/2 228 Survey No. 1638/1D 229 Survey No. 1644. 1645/1 and 1645/2 230 for storing diesel for Railways locos and construction of building in connection with train operations


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private negotiation in August 2006. State Government was approached (January 2008) after a delay of 17 months seeking clearance. This was however, not agreed to by them as the land was already occupied by the Railways.

No further action was taken by SR Administration for another five and a half years till the land owner (East India Corporation Limited) made a representation (January 2014) to SR Administration to re-convey the possession of land and pay damages towards unauthorized possession. The land owner also approached (January 2014) the Hon’ble High Court seeking action on their representation. The Court directed (June 2014) the State Government and SR Administration to take appropriate action within a period of six weeks. Southern Railway Administration, however, claimed that the land belonged to Railways and asked the land owner to settle the issue with State Government.

Subsequently, the land owner filed (April 2015) a contempt of court petition against SR Administration and sought ` 80 crore as compensation. As a result, SR Administration made fresh proposal (June 2015) for acquiring land which was already in possession of Railways for the past 25 years and deposited (July 2015) ` 10 crore with the State Government for acquiring the land. State Government examined the proposal and estimated (December 2015) the value of compensation to be paid to the company as ` 51.60 crore which included ` 31.88 crore being interest for 26 years. For the balance payment of ` 41.60 crore, SR proposed to make payment after receipt of formal requisition from State Government, which was still awaited.

As such, SR Administration did not address the issue in right earnest and went on changing their stand about requirement of the land, all the while occupying the land. Southern Railway Administration violated codal provisions by creating infrastructure on land which actually did not belong to them. They further did not utilize the opportunity to settle the matter by paying compensation of ` 92 lakh in May 2000 and again in July 2006 for settling the compensation of ` 11.90 crore as assessed by the State Government. Delay in settling the matter led to avoidable expenditure liability of ` 50.68 crore231.

When the matter was taken up (September 2015), SR Administration stated that the delay in resolving the dispute was not on part of Railways but was due to non-cooperation by the land owners. However, the fact remains that while SR Administration continued to occupy the land and created permanent structure on the land, it did not pay legitimate compensation and also failed to settle the matter when the opportunity arose.


231 ` 51.60 – ` 0.92 (initial cost)


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5.4 South Eastern Railway (SER): Non-recovery of lease charges from NHAI

National Highway Authority of India (NHAI) executed the work of construction of bridge at Kolaghat on railway land. Railway Administration delayed raising of demand for lease charges and failed to sign an agreement with NHAI which resulted in non-recovery of lease charges of ` 19.94 crore.

As per Para 1003 of the Indian Railway Code for the Engineering Department, in case of transfer of land or buildings from Railways to another department of the Government, full market value of the land or buildings shall be charged. Railway Board (October 2001) intimated to the Zonal Railways that in all fresh cases, instead of transfer/relinquishment, the land shall be leased to the Government Departments (or undertakings) on long term lease basis for a period of 35 years against lumpsum payment of lease charges equivalent to 99 per cent of current market value of land and a nominal licence fee of ` 1000 per annum. The lease agreement shall be further renewable for another period of 35 years at a nominal licence fee per annum to be decided at that time.

The National Highway Authority of India (NHAI) in August 2011 approached the South Eastern Railway (SER) Administration for transfer of railway land measuring 26657.25 sqm (6.587 acres) for construction of new bridge at Kolaghat (West Bengal) over the river Roopnarayan for six laning of NH-6 under the National Highway Development Project (NHDP) Phase V. National Highway Authority of India also agreed to pay the requisite price/fees for the land. In this connection, a meeting was held between officials of SER and NHAI and SER was requested to provide the drawings, NOC, land value and draft lease agreement (September 2011). Kharagpur Division also certified that they had no future planning for the land required by NHAI (October 2011) and certified the plan showing the detail measurements of the railway land required by NHAI (January 2012).

In June 2012, almost after nine months from certifying the plan for land required by NHAI (January 2012), SER Administration forwarded the proposal for leasing of land measuring 26657.25 sqm at a total sum of ` 15.04 crore for a period of 35 years to NHAI for approval of Railway Board. It was observed that Railway Administration took unwarranted time in fixation of proposed lease charges and finally preferred a claim of ` 19.94 crore to NHAI in April 2014, after Railway Board approved the lease in March 2014. It was, however, observed that no agreement was signed by SER with NHAI for leasing the land for construction of new bridge. Meanwhile, NHAI executed the work of construction of bridge without execution of land lease agreement with the Railway and also without payment of the lease charges.

National Highway Authority of India (June 2014 and October 2014) requested the Zonal Railway to condone the lease charges stating that the NHDP was for the economic development of the Nation and therefore, as per the Government of India policy, no payment was being made for the Government land. However, after raising the demand for payment of lease charges to NHAI in April 2014, SER


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Administration did not take any action to sign the lease agreement for land and to recover lease charges from NHAI. Request of NHAI for condonation of lease rent was also not forwarded to Railway Board for further decision on the matter.

When Railway Board further sought status of recovery of lease charges from NHAI by SER Administration (February 2016), it was informed that the construction work of bridge started in railway land without any authority by NHAI in March 2011 and bridge was completed in November 2012. SER Administration further quoted Para 813(B) of Indian Railways Works Manual, as per which Section Engineer (Works) is responsible for maintaining Railway land without any encroachment and stated that they had fixed responsibility of Section Engineer (Works), Kolaghat who failed to prevent the NHAI from construction of bridge in Railway land.

However, since the Divisional and Zonal Headquarters authorities were aware of the matter and correspondence was going on between SER and NHAI, it is unfathomable to expect that a Section Engineer should prevent NHAI from construction of bridge and stall an important project of six laning of NHDP Phase V. Fact remains that the SER administration instead of facilitating the project of NHAI did not take expeditious steps to resolve the matter, sign the agreement with NHAI and recover the lease charges, which also led to non-recovery of lease rent charges of ` 19.94 crore from NHAI (September 2016).

The matter was referred to Railway Board in November 2016. In reply, they stated (February 2017) that the process of obtaining approval of Railway Board involved State Government Revenue authority, Officials at Division and Headquarters levels, which took time and resulted in delay in demanding the license fee and other charges from NHAI. They further stated that being a Central Government body, NHAI should have been conversant with necessary formalities to be observed and it was expected that they would start their work only after making necessary payments, signing and executing proper agreements with Railways and only thereafter taking possession of land.

However, being the owner of the land, it was the responsibility of the Railways to execute license agreement, raise bills for lease and other charges on time to facilitate an important infrastructure project.

5.5 East Central Railway (ECR) : Delay in re-building of bridge resulted in compromising safety of passengers by running of train on existing bridge.

Delays on part of ECR Administration to provide necessary facilities/material/ site to the contractor led to delay in building of the new bridge. On the other hand, works taken up for strengthening of the existing bridge were also not completed on time due to lapses on part of the ECR administration. This resulted in continuation of Permanent Speed Restriction on the bridge and running of trains on this bridge, which is a safety hazard.


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Kiul Bridge232 is situated between Kiul and Luckeesarai stations on main line under ECR. The bridge was built in the year 1862.

In the year 1998-99, ECR proposed the repair work of the floor system of the bridge, when wide spread corrosion in the floor system was noticed. In 2002, ECR again proposed the work of regirdering of bridge due to heavy corrosion in the girders for long term safety of bridge. After sanctioning of regirdering work by Railway Board in 2003-04, General Manager, ECR inspected (December 2003) the bridge and pointed out that Kiul Bridge is a distressed bridge having serious corrosion problem and as a permanent measure it needs to be rebuilt.

Accordingly, ECR submitted (April 2006) estimates of the work for rebuilding of bridge (building a new bridge at nearby location) instead of regirdering and repair work of floor system of the existing bridge. Railway Board sanctioned (May 2007) rebuilding of the bridge at a cost of ` 42.01 crore. In the meantime, ECR imposed (July 2003) Permanent Speed Restriction (PSR) of 30/10 kmph233 on the existing bridge due to corroded and weak girder of the bridge.

Audit noticed that ECR took more than two years to award (November 2009) the contract for construction of sub-structure of bridge at a cost of ` 15.79 crore. The work of rebuilding of bridge was scheduled for completion by May 2011. It was observed that the completion schedule was extended 12 times up by the railways up to February 2016. The extension were granted mainly due to reasons such as delay in sanction of variations, modification in drawing, rainy season, non-availability of clear site, delayed permission for diversion of road by State Government etc. Majority of these reasons were on account of lapses/delays on part of the ECR Administration. The work of sub-structure of bridge was completed in April 2016 after a delay of about five years. As of March 2016, the contractor was paid ` 19.83 crore including ` 3.69 crore as escalation payment for the work of substructure of the bridge.

Another contract for superstructure of the new bridge was awarded at the cost of ` 9.47 crore in August 2015 with schedule date of completion of August 2016. First extension for the work had already been given up to March 2017 due to delay in supply of girders and delay in availability for approach for start of assembly work, both of which were the responsibility of the railways. The present physical progress of super structure work was only 14 per cent for which an amount of ` 87 lakh was incurred (up to June 2016).

Due to delay in completion of work, the cost of work has increased from ` 42.01 crore to ` 71.42 crore for which revised estimate was yet to be submitted for sanction of Railway Board. As such, even after lapse of nine years of sanction of work (May 2007), the rebuilding work has not been completed.

Meanwhile, as the work of building of new bridge was getting delayed, a need was felt for repair of the existing old bridge for safe operations of trains. East

232 Bridge no.136 233 In up and down directions respectively


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Central Railway took sanction of Railway Board, in works programme 2013-14, for the work of strengthening and metalizing of floor members of existing bridge at a cost of ` 3.25 crore. Though, the target date of completion of this work was September 2015, the work was yet to be completed after incurring an expenditure of ` 2.63 crore (October 2016). The reasons for delays were not found in the records of the ECR administration.

Another work for strengthening of the existing bridge by changing perforated girders was sanctioned by Railway Board in the Works Programme 2015-16 at a cost of ` 3.91 crore. This work was initially taken up in 1998-99 at a cost of ` 2.72 crore, but was not completed. The work was targeted for completion in December 2015. The same is also not completed (October 2016) though an expenditure of ` 5.79 crore, which is 48 per cent more than the sanctioned estimate, has been incurred so far.

Thus, delays on part of ECR Administration to provide necessary facilities/material/site to the contractors led to delay in rebuilding of the bridge. This led to extra expenditure of ` 3.69 crore on account of price escalation. As the new bridge could not be constructed as per laid down time schedule, ECR Administration had to take up works for strengthening of the existing bridge, which were also not completed due to lapses/delays on part of the ECR administration and have crossed their due date of completion 10 to 13 months back. Though Permanent Speed Restriction has been imposed, trains continue to run on the old distressed Kiul Bridge for the past 12 years, which is a safety hazard as repair works on the bridge have also not been completed as planned. Permanent Speed Restriction also led to incurring extra expenditure on detention to passenger trains, goods trains and train engines running on the section, additional fuel consumption and section capacity cost. The impact of speed restriction and slow running of the train on the bridge has been quantified to ` 17.58 crore234 on account of the above parameters.


5.6 Northern Railway (NR): Opening of an additional leg of a Road Over Bridge for traffic without adequate safety measures

An additional single lane 3rd leg of ROB towards RDSO was constructed despite adverse opinion of Bridge Authority of State Government and Associate Finance at a cost ` 7.75 crore. This bridge has been opened for traffic in March 2015 without proper signages and tyre deflator and without conducting safety audit and taking measures for ensuring movement of traffic in only one way.

234 The amount has been calculated based on the Cost Study Report conducted by RDSO in August 1991, which was updated in 2003-04 by SCR. As per this, savings of ` 3.46 crore per annum have been assessed if a speed restriction is removed.


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The main objective of construction of a Road Over Bridge (ROB) or Road Under Bridge (RUB) is elimination of level crossings (LCs) which in turn serves to improve the efficiency of Railway operations and ensure safety of the public travelling by road and railways. The works for the construction of ROB, RUB in lieu of existing LCs are normally undertaken by Railways on cost sharing basis with the State Government.

Lucknow is a densely populated big city of Uttar Pradesh having a large road and rail traffic. To travel from Lucknow to Delhi, there are two rail routes, one via Kanpur and Aligarh and another via Hardoi and Moradabad. In Lucknow city, both the tracks pass near Alambagh where a road emerging from Talkatora to Chowk crosses tracks of both the routes, via Kanpur route at Kanpur crossing (LC 1B Tejikhera) and via Hardoi route at Hardoi crossing (LC 218A).

Research Designs and Standards Organization (RDSO) is a premier Institution of Indian Railways which advises the railways on critical technical issues related to designs and standards. Its offices, other allied buildings and residential houses are located adjacent to Kanpur crossing and on the left hand side of Talkatora Road. To avoid problems from frequent traffic at LC 1B Tejikhera, Railway Board sanctioned (April 2008) a work for construction of a RUB at cost of ` 2.39 crore for free passage between Administrative block, RDSO colony and Annexe I, II & other offices in RDSO (Lucknow).

Audit noticed that:

� With a view to eliminate both the level crossings under reference, a work for construction of two lane ROB in lieu of these level crossings was sanctioned in 2004-05 at a total anticipated cost of ` 31.46 crore on the basis of Travelled Vehicle Units (TVU). The cost of construction was to be shared by Railway and the State Government. The cost was revised to ` 36.84 crore in August 2008. The cost was revised again (January 2010) to ` 44.59 crore on account of Material Modification sanctioned (January 2010) by Railway Board for providing a 3rd leg (401 meter length and 5.50 meter width) to the ROB. The enhanced cost (` 7.75 crore) was exclusively on account of provision of 3rd leg and it was to be borne by Railways only as its inclusion in ROB over LC no. 1B was exclusively towards RDSO, the material modification was to solve traffic problems and inconvenience to users related to RDSO and the approval to material modification was as per the recommendation of Director General, RDSO.

� Bridge Authorities of State Government235 ruled out (May 2008) the provision of T-junction towards RDSO from the main ROB as that would have been impractical on safety grounds; being accident prone. Also, the Associate Finance questioned the necessity for this Material Modification for providing 3rd leg towards RDSO when a separate RUB to connect RDSO colony was already sanctioned in 2008-09. However, despite adverse

235 General Manager, Uttar Pradesh State Bridge Corporation Limited (UPSBC)


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opinion of Bridge Authority of State Government as well as Associate Finance, a combined revised estimate was sanctioned (January 2010) by Railway Board with an additional burden of ` 7.75 crore for construction of 3rd leg exclusively on Railways.

� On technical side, the width of 3rd leg ROB was further reduced from 5.5 meter to 4.85 meter due to its loading pattern and problems of conflict in traffic flow. Both the structures i.e. RUB and ROB were constructed simultaneously and opened for traffic in December 2014 and March 2015 respectively with capital cost of ` 5.15 crore (7 meter wide two way RUB) and ` 7.75 crore (4.85 meter one way ROB).

The provision of additional 3rd leg of ROB236 was specifically to cater to smooth and uninterrupted flow of one way small traffic to RDSO from Alambagh direction. It was designed to permit only one way traffic in view of its reduced carriage way width of 4.85 meter and existence of sharp curves leading to reduced visibility. The ROB was opened for traffic in March 2015 without proper safety arrangements viz. signages and tyre deflator. No safety audit was conducted by Railways Administration to discourage both way movement of traffic. Thus, the narrow additional 3rd leg below the normal standard width of carriage way remained unsafe and accident prone.

Thus, an additional single lane 3rd leg of ROB towards RDSO was constructed despite adverse opinion of Bridge Authority of State Government and Associate Finance at an expenditure of ` 7.75 crore. Further 3rd leg of ROB was opened without proper signages and tyre deflator and without conducting safety audit and measures for ensuring movement of traffic only in one way.


5.7 Southern Railway (SR): Non-utilization of pit line facilities

A pitline (4th) in Madurai Coaching Depot was created at a cost of ` 6.08 crore and handed over to Mechanical Branch (March 2011). However, the assets created are yet to be put to gainful use due to various deficiencies.

In Madurai-Rameswaram section, a pit line was constructed (March 2011) in addition to the existing three pit lines at Madurai coaching complex. The work of construction of 4th pit line was sanctioned (March 2006) by Railway Board as a part of Gauge Conversion work of MDU-RMM section. As per the detailed estimate, the cost of creation of the 4th pit line including catwalk arrangements (` 78 lakh), water hydrants (` 30 lakh) and watering and drainage arrangements (` 8 lakh) was ` 1.16 crore. The 4th pit line was constructed in MDU coaching complex at a total cost of ` 6.08 crore and handed over (March 2011) by the Construction Organisation to the Mechanical Branch for maintenance of trains. Review of records of Madurai coaching complex revealed that

236 towards RDSO from the main ROB


168

� Though constructed in March 2011, the 4th pit line could not be put to use till April 2016.

� The joint inspection carried out (September 2012) by Mechanical, Electrical and Open Line Engineering Department, pointed out various deficiencies in the 4th pit line. These deficiencies included non-connectivity of water pipelines to the existing pipe line, improper drainage system, incomplete civil and electrical works etc. Though some of these were rectified, the problems of blockage of drain, water logging of pathways and non-provision of steps and trolley pathways at the entrance of pit line were yet to be addressed (April 2016).

As such, the 4th pit line constructed at a cost of ` 6.08 crore could not be put to use and remained unutilized (April 2016). The matter was initially raised by Audit in May 2013. In response, SR Administration contended (October 2013) that the 4th pit line was being used as stabling line and essentially required for future needs. With regard to using the 4th pit line for coach maintenance, SR Administration stated (March 2016) that a full scale trial was conducted using the 4th pit line for one week. Blockages in the drain pipeline have been found and open line organization has been requested to get the blockages cleared as the pit line could not be put to use due to the blockages. The reply indicates that the 4th pit line has remained unutilized so far. Hence, the assets created at a cost of ` 6.08 crore have not been utilized at all (May 2016) due to non-completion of pending works.

The matter was referred to Railway Board in August 2016; their reply has not been received (February 2017).

5.8 Northern Railway (NR): Unfruitful expenditure due to award of contract without availability of clear site and drawings for execution of work

Railway’s decision to award a contract for replacement of FOB without ensuring clear site and drawings resulted in unfruitful expenditure of ` 5.75 crore on fabrication of steel material for the FOB that would remain blocked till further decision for taking up the work. The existing foot over bridges are very old and not replaced/changed since installation. Till the time they are replaced, their use poses a threat to the safety of the passengers.

As per Railway Board’s instructions (August 1980), contracts for works should not be awarded unless preliminary works such as site investigation, approval of plans, drawings and estimates of works are completed and there is no hitch in handing over the site to the contractor for executing the work. Ministry of Railways (Railway Board) sanctioned (2006-07) two works for replacement of FOBs at Charbagh Railway station in Lucknow. The description of works was ‘Replacement of first class FOB’ and ‘Replacement of second entry FOB’, the anticipated costs being ` 2.42 crore and ` 2.71 crore respectively. Divisional Authority, Lucknow sanctioned (May 2009) the estimates for both the


169

works and awarded (November 2009) a consolidated contract237 with target date of completion as August 2010. The work progressed very slowly as Railway could not make available the approved designs in respect of work for replacement of both FOBs to the contractor in time. In regard to replacement of first class FOB, Railway Administration handed over to the contractor the design prior to October 2011, but the contractor did not start (February 2012) the work for replacement of first class FOB. The design in respect of replacement of second entry FOB needed revision and was made available by the Railway to the contractor in June 2012 only. However, the contractor while seeking extension for the validity of contract (May 2013) claimed that the design had not been handed over to them till 30 May 2013. Further, when the contractor started the work for replacement of second entry FOB, the operating authorities of Charbagh, Lucknow (NR) station objected (Nov 2013) and got the work stopped on the grounds that no work within station premises could be undertaken without modification in Station Operations Rules. They were under the impression that line at Platform No.2 were required to be shifted for construction of foundation of the FOB and therefore they wanted revision in Station Working Rules prior to start of work. However, it was later found that, no line was required to be disturbed and modification in Station Operating Rules was not required. Lack of coordination between various departments delayed the execution of work. Divisional Authorities extended the target date of completion (nine times), last in April 2014 that was up to 31 May 2014. Progress of work in April 2014 was insignificant (three per cent). Finally, in May 2014, the contractor expressed his inability to continue the execution of work in view of delays involved and escalation in cost of labour and construction material. The work is continued to be showed in the Works Programme of NR and Railway Administration took no action thereafter to carry out the work. In the meantime, Divisional authorities had placed (April and September 2007), work orders on Bridge Workshop-Charbagh, Lucknow for fabrication of steel material for both the FOBs against which material worth ` 5.75 crore had been received during September 2008 to January 2014. The material was lying in open since then in Engineering Stores depot without being utilized. In this connection, it was observed that � Although both the works were sanctioned by Railway Board in 2006-07, their

detailed estimates were sanctioned by Divisional Authorities in May 2009. Reasons for delay in sanction were not found recorded. Further, the work orders on Bridge Workshop-Charbagh, Lucknow for fabrication of steel material for steel FOBs were placed (April & September 2007) in 2007-08 i.e. before the sanction of detailed estimate. Consequently, NR Administration proposed to close (August 2016) the contract on administrative ground and

237 including some other renovation and replacement works at Charbagh Lucknow Station and Yard


170

to revise the estimates for drawings. This will further delay the replacement works of FOBs.

� Although the approved drawings and clear site were not available with Railway to hand over to the contractor to initiate execution of works for replacement of FOBs, they awarded the contract (November 2009) with date of completion August 2010. The target date had to be extended up to 31 May 2014 when the progress of work was around three per cent. Since the contract is more than five years old and the contractor has expressed unwillingness to execute the work, chances of replacement of both the FOBs are remote.

� Delay in non-replacement of both the FOBs was directly related to passenger safety as both the FOBs are very old and required immediate replacement. While giving justification for placement of the first class FOBs in 2009, it was stated that ‘all bottom channels, lateral bracings have been badly corroded’. The second entry FOB was installed in 1925 and its condition was worse when the proposal for replacement was given.

Thus, Railway’s decision to award a contract without ensuring clear site and drawings and lack of coordination between departments resulted in unfruitful expenditure to the extent of ` 5.75 crore on fabricated steel material for the FOBs that would remain blocked till further decision for taking up work for replacement of FOBs. The existing FOBs are very old and not replaced/changed since installation. Till the time they are replaced, their use poses a threat to the safety of the passengers.

The matter was referred to Railway Board in September 2016; their reply has not been received (February 2017).

5.9 Southern Railway (SR): Uneconomic operation of Reinforced Cement Concrete (RCC) Depot

The output of RCC depot at Ponmalai is reducing over the years. The expenditure per unit of output has increased by almost 150 per cent in the last six years. The depot incurred additional expenditure of ` 5.68 crore on manufacturing items at a much higher cost as compared to market rates during this period. As operating the depot is proving to be an uneconomical proposition, there is a need for exploring alternative ways and means for gainfully utilizing the staff as well as usable assets of the depot.

The Reinforced Cement Concrete (RCC) depot started at Ponmalai (GOC) in 1952. The depot is located in an area of 33,184 sqm and have infrastructural facilities including massive curing pits and heavy cranes. The depot used to manufacture meter gauge (MG) pre-stressed concrete (PSC) sleepers and heavy RCC products. Production of MG sleepers was stopped in 1992 due to uni-gauge policy of IR and that of RCC products in 2003 due to switching over to pre-stressed concrete bridge slabs. Thereafter, this depot is manufacturing light weight RCC items like slabs, kilometer posts, speed breakers, dust bins, curve board and cement concrete items like slabs, paver blocks, bench sets etc.


171

Review of records of RCC depot revealed that there was no production plan or programme for manufacture of RCC/PCC238 products since the year 2006. Moreover, no yardstick for production was fixed either by the Zonal Railway or by the Railway Board. Audit observed that since the year 2007, no indents were being placed on the depot for manufacturing/production of various RCC items. As and when requisitions were received from open line and construction, these items/products were manufactured in the depot. The details in respect of staff, expenditure on labour component, expenditure on other components such as stores, payment to contractor and total output of the depot in cum for the past six years are given below:

As can be seen, the quantum of output of manufactured items decreased from 792 cum in 2010-11 to 252 cum in 2015-16. On the other hand, the labour component increased from 67.41 per cent of total expenditure in 2010-11 to 82.88 per cent in 2015-16 despite decrease in number of staff from 46 in 2011 to 21 in 2016. The expenditure per unit of output increased by more than 150 per cent. Audit further observed that a work study was conducted by SR Administration during February 2013, which pointed out that the labour charges, overhead charges establishment charges etc. were 500 per cent of the material cost and that the RCC products were costly at least by three times to that of the market price. The study report also mentioned that there had been very few addition of new items during the past years and products were also not specific to the railways and easily available in market. The work study opined that with the present level of production, outsourcing was more advantageous. Audit worked out the difference in cost of production of items in the depot and cost of manufacturing these items as per the then prevailing market rates239. It was observed that the items produced by the depot costed ` 5.68 crore more than the market cost during 2010-11 to 2015-16. Audit also noticed that heavy RCC products worth around ` 70 lakh which were indented before 2003 were lying idle since then.

238 Pre-stressed cement concrete 239 SR provided the market rates for 2015-16 for RCC items and PCC items as ` 16,404 and ` 7,382 respectively. Audit calculated the market rates for previous years by reducing the same by 10 per cent every year.

Table 5.2 Year Output (in

cub. M) No. of staff

Total expenditure

(` in lakh)

Labour component

(%)

Other expenditure

component (%)

Expenditure per unit of output (`

in lakh) 1 2 3 4 5 6 7=4/2

2010-11 792 46 177.23 67.41 32.59 0.22 2011-12 754 43 208.04 58.46 41.54 0.28 2012-13 655 40 176.96 79.31 20.69 0.27 2013-14 321 35 166.80 86.83 13.17 0.52 2014-15 426 25 219.01 66.87 33.13 0.51 2015-16 252 21 138.29 82.88 17.12 0.55


172

The issue of uneconomic operation of the RCC depot was taken up with the SR Administration in November 2014. Southern Railway Administration agreed (September 2015) that the cost of RCC depot products were on the higher side due to high cost of labour and stated that steps would be taken to reduce the product cost by increasing lower category posts/ outsourcing the activities like sleeper plant. From the trend of output and number of staff, it is evident that the SR Administration has been gradually scaling down the operations of the depot. However, considering that operating the depot is proving to be an uneconomical proposition, there is a need for exploring alternative ways and means for gainfully utilizing the staff as well as usable assets of the depot

The matter was referred to Railway Board in October 2016; their reply has not been received (February 2017).


173

Chapter 6 Staff Matters and Public Sector Undertakings (PSUs) of IR

Staff Matters in Indian Railways is being handled by Member (Staff) at Railway Board level. At Zonal Railway, Chief Personnel officer (CPO) is responsible for staff matters and their pay and allowances and Senior Divisional Personnel officer (Sr. DPO) in the Divisions.

There are 36 Public Sector Undertakings (PSUs) of Indian Railways as on 31 March 2016 under control of Ministry of Railways. These PSUs were set up by the Ministry with varied and specific objectives of raising finance for its rolling stock, manufacture of wagons, executing infrastructure projects, managing containerization of rail traffic, catering and tourism, station development, utilise railway telecommunication network etc.

This Chapter highlights one paragraph on non-recovery of subscription towards new pension scheme and two issues on Railway PSUs viz., Rail Vikas Nigam Limited (RVNL) and Indian Railway Catering and Tourism Corporation Limited (IRCTC), wherein Audit commented on award of the work of ‘Maintenance of Accounts of RVNL’ in contravention of CVC guidelines; and continuing payment of rent on office accommodation due to delay in construction of own office building.


174

6.1 South Central: Railway (SCR)

Non recovery of subscription towards New Pension System amounting to ` 77.07 lakh and equal amount of matching contribution

Non/improper implementation of New Pension Scheme at Nanded Division of South Central Railway, Secunderabad resulted in non-recovery of subscription of ` 77.07 lakh and equal amount of matching contribution.

Consequent upon the introduction of New Pension System (NPS) with effect from 1 January 2004 by Government of India, Railway Board issued instructions (19 February 2004) for implementation of the system. Accordingly, all Government servants who joined service in Indian Railways on or after 1 January 2004 shall contribute 10 per cent of the salary (Basic Pay and DA) from the first of the month following the month in which the Government servant has joined the service.

In Nanded Division of South Central Railway, Secunderabad, 146 persons joined service during the period from August 2011 to March 2016. However, deduction at the rate of 10 per cent of their salary, as required under the provisions of NPS, was not made till June 2016. At the instance of audit the deduction under the provisions with respect to 97 out of the 146 employees were started from June 2016.

Thus, non/improper implementation of NPS resulted in non-recovery of ` 77.07 lakh towards subscription and non-contribution of matching amount by the Government. Besides, applicable interest on subscription as well as contribution could not be provided.

The matter was brought to the notice of SCR Administration through Special Letter in April 2016. Railway Administration replied (July 2016) that application of 97 employees for allotment of Permanent Retirement Account Number (PRAN) had been received and forwarded to Central Pension Accounting Office for allotment of PRAN and recovery with respect to 97 employees had been commenced from the month of June 2016.

Railway Administration failed in getting details filled by the employees in the prescribed form from the first of the month following the month of joining of service, which was the duty of the bill-drawing officer as per instructions of Railway Board. As a result, SCR Administration failed to recover subscription towards NPS.

The matter was referred to Railway Board in December 2016. In reply, they stated (February 2017) that NPS recovery in favour of all employees have been recovered except seven, who are absent for long duration. They further stated that a JPO has been issued on 30 October 2016 in order to avoid such recurrences in future.

Railway Board may also ensure recovery of NPS subscription in other divisions, if any, where such subscription is not being recovered and deposited with Central Retirement Pension Accounting office.


175

6.2 Rail Vikas Nigam Limited (RVNL):

Award of the work of ‘Maintenance of Accounts of RVNL’ to a firm on nomination basis in contravention of CVC guidelines

Selection of firm for ‘Maintenance of Accounts of RVNL’ on nomination basis in respect of RVNL and its subsidiary without following the guidelines of Central Vigilance Commission led to irregular expenditure of ` 5.07 crore during October 2005 to October 2016.

To bring greater transparency and accountability in award of contracts for Works/Purchase/Consultancy Central Vigilance Commission (CVC) vide its various circulars240 had emphasized that open tendering was most preferred mode of tendering. Even in case of limited tendering, CVC insisted in transparency in preparation of panel. CVC guidelines further stipulate award of contract on nomination basis by the PSUs in inevitable241 situations subject to certain conditions. CVC circular also states that tendering process or public auction was basic requirement of award of government contract as any other method especially award of contract on nomination basis would amount to breach of right to equality under Article 14 of the Constitution.

Rail Vikas Nigam Limited was incorporated (2003) for implementation of Railway Projects and the staff of RVNL including Accounts section were taken mainly on deputation basis from the Railways. The Board of Directors (BOD) in its 4th meeting (August 2003), authorized them to outsource the accounting services. Accordingly, RVNL requested two other Railway PSUs viz. IRCON International Limited and RITES Limited to provide list of Chartered Accountants firms. IRCON provided a list of 37 Chartered Accountants firms out of which RVNL shortlisted 10 firms and invited offers from these 10 shortlisted firms against which five firms participated. RVNL awarded the work of ‘Maintenance of Accounts of RVNL’ (June 2004) to the M/s Umesh Chand & Company (the Firm), initially at a cost of ` 38,000 per month from August 2004 to September 2005. Thereafter they continued to re-engage the same firm on nomination basis without inviting open tender from October 2005 till date. The remuneration was decided on the basis of volume of work mentioned in ‘Terms of Reference’ specified by RVNL in the Engagement letter every year, number of personnel deputed and annual rate of inflation. The monthly remuneration paid by them to the Firm during the year 2016 was ` 7.81 lakh (October 2016). During the period October 2005 to October 2016, RVNL incurred an expenditure of ` 5.07 crore. It was also seen that the same Firm was also awarded the contract on nomination basis without inviting open tender, from the financial year 2012-13 to 2015-16 for accounting services of High Speed Rail Corporation India Ltd. (HCIL), a subsidiary of RVNL. Total payment made by HCIL to the Firm during the period was ` 2.67 lakh. 240 Circular no. 06-03-02-CTE-34 dated 20.10.2003, Circular no. 15/05/06, Circular no. 23/07/07 and Circular no. 18/12/12 241 ‘Inevitability’ of the situation has been described in the CVC circular dated 5 July 2007 based on a Supreme Court Judgment, as ‘Natural calamities and emergencies declared by the Government, where the procurement is possible from a single source only, where the supplier or contractor has exclusive rights in respect of goods or services and no reasonable alternative or substitute exist, where the auction was held on several dates, but there were no bidders or the bids offered were too low etc.


176

RVNL awarded the contract for accounting services on nomination basis to the Firm year after year in contravention of CVC Guidelines. The records of RVNL were examined to see whether such appointment was as per the rules framed by them. However, it was seen that RVNL did not have a Procurement Manual which laid down rules and procedures for procurement of goods and services.

The matter was referred to RVNL (June 2016). RVNL stated (September 2016) that the services of the firm had been retained on year to year basis to ensure continuity and smooth flow of work as the agency was well acquainted with systems and procedures and the accounting requirements of RVNL. The process of change over from one firm to another, for a sensitive matter such as maintenance of accounts, might prove not only difficult, but also disruptive. CVC/MoR’s instructions in respect of appointing an agency on nomination basis were being followed and approval of Board of Directors for continuing the firm for maintenance of accounts up to 31 October 2017 had also been obtained. However, the fact remains that re-engagement of the same firm on nomination basis without inviting open tender year after year with no justification of ‘inevitable’ situation was in violation of the CVC guidelines.

Thus, selection of firm for ‘Maintenance of Accounts of RVNL’ on nomination basis in respect of RVNL and its subsidiary without following the guidelines of Central Vigilance Commission led to irregular expenditure of ` 5.07 crore during October 2005 to October 2016.


6.3 Indian Railways Catering and Tourism Corporation limited (IRCTC):

Continuing payment of rent on office accommodation due to delay in construction of own office building

Due to delay on part of the IRCTC in getting approval of Building Plan from Haryana Urban Development Authority (HUDA), award of work for construction and issue of drawings to the contractor, the work of construction of the Corporate Office building got delayed. The purpose of having their own office building was yet to be achieved and IRCTC continued to pay a rent of ` 5.10 crore per annum for various leased accommodation in Delhi.

Indian Railway Catering and Tourism Corporation Limited was running its Corporate Office from the leased premises scattered at various places in Delhi Area. As this was causing severe operational difficulties, IRCTC urgently needed a plot of land in NCR area for construction of required infrastructure so that complete synergy between IRCTC and Railways could be maintained. IRCTC approached (December 2007) HUDA for allotment of land for Corporate Office building. HUDA allotted (April 2010) land measuring 1994 sqm to them at Gurgaon at a total cost of ` 4.13 crore, possession of which was given to the IRCTC in May 2011 after making payment.


177

IRCTC submitted the building plans (August 2012) for approval of the competent authority as envisaged in the Clause 16 of the Terms and Conditions of Allotment of land. Audit observed that IRCTC furnished incomplete and unsigned plans to HUDA, which was returned by them for completing necessary formalities. After completion of formalities by IRCTC, the plan was approved by HUDA in July 2013. While submitting the project report to the Board of Directors (March 2012) the tentative date for completion was expected as November 2014. However, the contract for construction of building at a cost of ` 19.91 crore was awarded to the contractor, only in September 2014 (14 months after the approval of plans by HUDA). The project was scheduled to be completed within 18 months from the date of start of construction242.

Owing to a number of delays in issue of various drawings and changes in drawings due to changed requirements, the contractor sought extension (February 2016243) of 275 days. The contractor was granted extension up to 31 January 2017 without penalty in November 2016. Only 50 per cent physical progress has been achieved till date, in a period of 25 months from the date of start of construction.

In another case, IRCTC was allotted a plot measuring 1850 sqm by HUDA in March 2010 for construction of R & D Centre, allied offices, Quality Control Centre with Laboratory at a cost of ` 1.55 crore244. The construction work was proposed to commence in 2012-13. IRCTC delayed registration of conveyance deed despite imposition of penalty by HUDA, which was finally registered in December 2015. However, the construction plan for the building were not submitted for which HUDA issued a show cause notice in October 2016. IRCTC’s request for grant of extension of time up to December 2018 was pending with HUDA (October 2016).

The matter regarding delay in construction of building of Corporate Office was taken up with IRCTC Management in March 2016. In reply, the management stated that (May 2016) necessary efforts were made by them at every stage for expediting the work for setting up of the Corporate Office building at Gurgaon. The management further stated that as far as expenditure on rent paid/being paid for the accommodation at New Delhi is concerned the same cannot be termed as avoidable as the construction of building required definite time period.

Hence, due to extra time taken by IRCTC in various activities such as approval of Building Plan from HUDA, award of work for construction of building and delays in issue of drawings to the contractor the work of construction of the Corporate Office building got delayed. By failing to complete the construction within two years of offer of possession from HUDA, they had to pay ` 0.80 lakh to HUDA to get extension of time for completion of construction. The purpose of having

2429 October 2014 243 The contractor further sent letter /reminders for extension in May 2016 and September 2016 244 Original cost of the plot was `1.66 crore. Due to encroachment HUDA allotted another plot to the IRCTC at a cost of ` 1.55 crore


178

Chapter 6 Report No. 14 of 2017 (Railways)

178

their own office building was yet to be achieved and IRCTC continued to pay a rent of ` 5.1 crore per annum for various leased accommodation in Delhi. Also, the work of R & D Centre, allied offices, Quality Control Centre with Laboratory which was targeted for completion in June 2014, was yet to start.


New Delhi (Nand Kishore) Dated: Deputy Comptroller and Auditor General

Countersigned

New Delhi (Shashi Kant Sharma) Dated: Comptroller and Auditor General of India

`

Report No. 37 of 2016 Page 69

(NAND KISHORE)

(SHASHI KANT SHARMA)

Report on Integrated Coaching Management System

Report No.32 of 2016 (Railways)37


7. Integration between ICMS and Passenger Reservation System (PRS), ICMS and Control Office Application (COA) and ICMS and Coach Display System (CDS) may be strengthened to have timely data updation and to avoid manual intervention.

Application controls provide assurance to the Administration that transactions are properly authorised, complete and accurate, and validity of transactions, their maintenance and other types of data input controls are in place. As seen from the data and live operations checked during field audit ICMS lacked adequate input controls during data entry into the system which led to incorrect/invalid data being entered and also had deficient manual supervisory controls. Due to deficiencies in such controls data accuracy, consistency and completeness could not be ensured. 8. Adequate validation and manual supervisory controls over data entry may

be introduced in ICMS to ensure accuracy, completeness and validity of various types of data input and output.

The IT Security was deficient and physical and logical access controls needed strengthening. Change Management was not documented and no system/ procedure for getting appropriate approvals before releasing the changes made in the ICMS was found in place. Business Continuity Plan was yet to be fully implemented.

9. Physical and logical access controls may be strengthened. 10. Change Management procedures for updation and approval of changes

may be laid down and changes documented. 11. Business Continuity Plan/Disaster Recovery Plan may be fully implemented

so as to ensure that business critical information and assets are protected from loss, damage and abuse.

(Nand Kishore) New Delhi Deputy Comptroller and Auditor General Date: 28 November 2016

Countersigned

(Shashi Kant Sharma) New Delhi Comptroller and Auditor General of India Date: 28 November 2016












Countersigned


`

Report No. 37 of 2016 Page 69

(NAND KISHORE)

(SHASHI KANT SHARMA)












Countersigned













Countersigned


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e as

in c

olum

n 2

Seal

dah,

Ho

wra

hHo

wra

h an

d Se

alda

h Di

visio

n.VP

-3,

AGC/

SLR-

5)

A) P

arce

l Spe

cial

Tra

ins:

NIL

B)

VP/

VPU

s: 2

013-

14

NIL

2014

-15:

130

49 /

50, 1

3105

/06

2015

-16:

130

49 /

50 ,

1310

5/06

C) A

GC/S

LR: 2

013-

14:

1233

3,15

657,

1236

320

14-1

5: 1

2333

,156

57,1

5047

2015

-16:

123

33,1

3185

,131

31

Reco

rds o

f How

rah

&

Seal

dah

Parc

el D

epot

s fo

r the

mon

th o

f Jun

e ea

ch y

ear.1

00 %

of

inde

nts c

ance

lled

in

How

rah

& S

eald

ah

parc

el D

epot

s.

Nil

How

rah-

201

3-14

- 13

027,

201

4-15

- 120

19,

2015

-16-

130

43,

Seal

dah-

201

3-14

-13

133,

201

4-15

-131

53,

2015

-16-

5313

5

How

rah

-201

3-14

-157

11,

2014

-15-

1306

3, 2

015-

16-

0304

3Se

alda

h-20

13-1

4-03

139,

20

14-1

5-13

119,

201

5-16

-02

265

How

rah

and

Seal

dah

ECR

Muk

tapu

r, Pa

tna,

Ra

jend

ra N

agar

Te

rmin

al, D

anap

ur,

Darb

hang

a,

Sam

astip

ur,

Muz

zafa

rpur

, Ba

raun

i, Ha

jipur

, Ka

ghar

iya

Sam

e as

in c

olum

n 2

Dana

pur,

Sam

astip

ur

Dana

pur a

nd

Sam

astip

ur

Divi

sion

AGC/

SLR-

7

Dana

pur D

ivisi

on &

Sone

pur D

ivisi

onM

ukta

pur

Patn

a. In

dent

s to

be

chec

ked

for t

he m

onth

of

June

201

3, Ju

ne

2014

& Ju

ne 2

015.

NIL

1252

1/12

522

(343

6 Km

)16

359/

1636

0 (2

987

Km)

2013

-14

2235

1/22

352

(271

2 Km

)13

043/

1304

4 (7

03 K

m)

2014

-15

1942

1/19

422

(168

2 Km

)15

559/

1556

0 (2

019

Km)

2015

-16

1906

3/19

064

(159

3 Km

)14

259/

1426

0 (3

19 K

m)

Muz

affa

rpur

Pa

tna

Sam

ple

sele

ctio

n of

con

solid

ated

repo

rt o

n Th

eme

Base

d Au

dit o

n “P

arce

l Bus

ines

s in

Indi

an R

ailw

ays”

Anne

xure

2.1

Para

2.1

.1

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

180

Zona

l Ra

ilway

Parc

el d

epot

s whe

re

sepa

rate

Par

cel

Bala

nce

shee

t is

prep

ared

Out

war

d Pa

rcel

w

ay b

ills o

f sel

ecte

d Pa

rcel

Dep

ots f

or

10th

Apr

il, 2

0th

July

, 1st

Oct

ober

an

d 30

th Ja

nuar

y fo

r eac

h ye

ar o

f the

re

view

per

iod

Sele

cted

Di

visi

ons

Tend

ers

float

ed

Leas

e co

ntra

cts a

war

ded

for

oper

atio

n of

Par

cel S

peci

al

Trai

ns /

VPs

/VPU

s/VP

HXs/

AG

Cs/S

LRs e

tc.

Inde

nts p

lace

d an

d ca

ncel

latio

n of

in

dent

s for

reas

ons

attr

ibut

able

to

Railw

ay a

nd P

arty

Inde

nts f

or

Man

go/

Ora

nge

/Ban

ana

traf

fic

Regu

lar M

ail/

Ex

pres

s/O

rdin

ary

Pass

enge

r tra

ins d

ue

for c

lass

ifica

tion

by

20th

May

eve

ry y

ear

New

ly in

trod

uced

M

ail/

Expr

ess/

Ord

inar

y Pa

ssen

ger t

rain

s/Ho

liday

Sp

ecia

l/Su

mm

er sp

ecia

l /p

ooja

spe

cial

/Xm

as

spec

ial t

rain

s

Parc

els o

ver

carr

ied

12

34

56

78

91-

11

Sam

ple

sele

ctio

n of

con

solid

ated

repo

rt o

n Th

eme

Base

d Au

dit o

n “P

arce

l Bus

ines

s in

Indi

an R

ailw

ays”

Anne

xure

2.1

Para

2.1

.1

ECoR

Vizia

naga

ram

, Bh

uban

esw

ar,

Visa

khap

atna

m,

Kurd

ha R

oad,

PU

RI,

Brah

map

ur, P

alas

a,

Sam

balp

ur,

Raya

gada

, Titi

laga

rh

Sam

e as

in c

olum

n 2

Wal

tair,

Kh

urda

Ro

ad

Wal

tair,

Kh

urda

Roa

d-VP

s-4,

AG

C/SL

R-11

A) S

peci

al T

rain

s/Pa

rcel

Car

go

Trai

ns: N

ilB)

VP:

12

888-

Leas

ed fr

om P

URI

, 12

146

C) 2

013-

14 :

5850

4,12

801,

18

463

2014

-15:

185

07,

1289

6, 1

2074

2015

-16:

127

27,1

5639

,122

81

Bhub

anes

war

Vi

sakh

apat

nam

Vizia

naga

ram

Vizia

naga

ram

2013

-14

Wal

tair-

1850

1Kh

urda

Roa

d-18

421

2014

-15

Wal

tair-

2280

1Kh

urda

Roa

d-19

454

2015

-16

Wal

tair-

2241

5Kh

urda

Roa

d-02

882

Visa

khap

atna

m

Puri

NR

New

Del

hi,

H.N

izam

uddi

n, D

elhi

, Fe

roze

pur C

antt

., Ja

land

har C

ity,

Vara

nasi,

Luc

know

, Ja

land

har C

antt

., Tu

glak

abad

and

Pa

than

kot

Sam

e as

in c

olum

n 2

Firo

zpur

Ca

nt ,

Delh

i

Mor

adab

ad

and

Fero

zepu

r Di

visio

n,

AGC/

SLR-

32

A) O

nly

Delh

i Div

ision

is h

avin

g le

ase

cont

ract

s dur

ing

the

revi

ew p

erio

d. In

oth

er

Divi

sions

no

such

leas

e co

ntra

cts a

war

ded

durin

g re

view

per

iod.

B) N

o su

ch le

ase

cont

ract

s was

aw

arde

d in

Nor

ther

n Ra

ilway

du

ring

revi

ew p

erio

d.C)

Del

hi a

nd F

eroz

epur

Div

ision

New

Del

hi, D

elhi

NIL

For

the

yea

r 20

13-1

4

to 2

015-

16Tr

ain

No.

126

26 T

rain

N

o. 1

4260

Do

wng

rade

d Tr

ains

Trai

n N

o. 1

2065

for t

he y

ear 2

014-

15.

Trai

n N

o. 1

2429

for t

he y

ear 2

015-

16.

For t

he y

ear 2

013-

14: T

rain

N

o. 2

2634

, Tra

in N

o. 2

2684

, Fo

r the

yea

r 201

4-15

Tra

in

No.

226

80 T

rain

No.

162

30

For t

he y

ear 2

015-

16 T

rain

N

o. 1

5656

Tr

ain

No.

066

88

1)

New

Del

hi2)

H.

N

izam

uddi

n

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

181

Zona

l Ra

ilway

Parc

el d

epot

s whe

re

sepa

rate

Par

cel

Bala

nce

shee

t is

prep

ared

Out

war

d Pa

rcel

w

ay b

ills o

f sel

ecte

d Pa

rcel

Dep

ots f

or

10th

Apr

il, 2

0th

July

, 1st

Oct

ober

an

d 30

th Ja

nuar

y fo

r eac

h ye

ar o

f the

re

view

per

iod

Sele

cted

Di

visi

ons

Tend

ers

float

ed

Leas

e co

ntra

cts a

war

ded

for

oper

atio

n of

Par

cel S

peci

al

Trai

ns /

VPs

/VPU

s/VP

HXs/

AG

Cs/S

LRs e

tc.

Inde

nts p

lace

d an

d ca

ncel

latio

n of

in

dent

s for

reas

ons

attr

ibut

able

to

Railw

ay a

nd P

arty

Inde

nts f

or

Man

go/

Ora

nge

/Ban

ana

traf

fic

Regu

lar M

ail/

Ex

pres

s/O

rdin

ary

Pass

enge

r tra

ins d

ue

for c

lass

ifica

tion

by

20th

May

eve

ry y

ear

New

ly in

trod

uced

M

ail/

Expr

ess/

Ord

inar

y Pa

ssen

ger t

rain

s/Ho

liday

Sp

ecia

l/Su

mm

er sp

ecia

l /p

ooja

spe

cial

/Xm

as

spec

ial t

rain

s

Parc

els o

ver

carr

ied

12

34

56

78

91-

11

Sam

ple

sele

ctio

n of

con

solid

ated

repo

rt o

n Th

eme

Base

d Au

dit o

n “P

arce

l Bus

ines

s in

Indi

an R

ailw

ays”

Anne

xure

2.1

Para

2.1

.1

NCR

Agra

For

t, Ka

npur

ce

ntra

l, Ag

ra C

antt

., Al

laha

bad,

Gw

alio

r, Al

igar

h Ju

nctio

n,

Jhan

si, M

athu

ra

Junc

tion,

Sh

ikoh

abad

, Dho

lpur

Sam

e as

in c

olum

n 2

Jhan

si,

Alla

haba

dAl

laha

bad

and

Jhan

si VP

S-2,

AG

C/SL

R-8

A) N

ILB)

For

the

year

201

3-14

one

tr

ain

num

ber 1

2176

C) S

elec

ted

Trai

ns13

-14

= 1.

Tra

in N

o. 1

2417

2. T

rain

No.

124

51

3. T

rain

No.

121

62

14-1

5 =

1. T

rain

No.

124

17

2. T

rain

No.

131

68

3. T

rain

No.

124

51

15-1

6 =

1. T

rain

No.

121

78

2.Tr

ain

No.

132

38

3. T

rain

No.

132

40

Sele

ctio

n fo

r thi

s ite

m

Kanp

ur C

entr

al –

13-1

4 =

Sept

embe

r /2

013,

14-

15 =

May

/2

014

15-1

6 =

June

/ 20

15Ag

ra F

ort –

13-1

4 =

Oct

ober

/2

013,

14-

15 =

Se

ptem

ber /

201

415

-16

= M

arch

/ 20

16

NIL

Sele

ctio

nAl

laha

bad

13-1

4 =

1. T

rain

No.

11

070

2. T

rain

No.

12

469

14-1

5 =

1. T

rain

No.

12

294

2.T

rain

No.

18

204

15-1

6 =

1. T

rain

No.

14

113

2. T

rain

No.

14

153

Agra

Can

tt.

13-1

4 =

1. T

rain

No.

12

178

2.T

rain

No.

12

162

14-

15 =

1. T

rain

No.

12

320,

2

. Tra

in N

o.

1510

8

Sele

ctio

n 13

-14

Alla

haba

d 1.

Tra

in N

o. 0

4114

2. T

rain

No.

041

53Jh

ansi

1. T

rain

No.

111

01

2. T

rain

No.

518

17

14-1

5Al

laha

bad

1.Tr

ain

No.

224

43

2. T

rain

No.

041

321.

Tra

in N

o. 0

1187

2. T

rain

No.

041

8220

15-1

6Al

laha

bad

1. T

rain

No.

141

55

2. T

rain

No.

0411

5 3.

Tra

in N

o. 0

4117

4. T

rain

No.

041

18

Kanp

ur C

entr

al

and

Agra

Can

tt.

Stat

ion

NER

Luck

now

Junc

tion,

Go

rakh

pur,

Alla

haba

d Ci

ty,

Balli

a, C

hhap

ra,

Kath

goda

m,

Kash

ipur

, Ram

naga

r, Fa

ridab

ad, G

onda

Sam

e as

in c

olum

n 2

Luck

now

, Va

rana

siLu

ckno

w

Junc

tion

&

Vara

nasi

VPs-

1,

AGC/

SLR-

6

1903

812

533

1258

1

Luck

now

Junc

tion,

Go

rakh

pur

2013

-14-

July

'13

2014

-15-

july

'14

2015

-16-

janu

ary'

16

NIL

1302

015

205

2013

-14

1511

515

025

2014

-15

1504

315

031

2015

-16

1258

311

080

Luck

now

Ju

nctio

n,

Gora

khpu

r

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

182

Zona

l Ra

ilway

Parc

el d

epot

s w

here

se

para

te P

arce

l Ba

lanc

e sh

eet i

s pr

epar

ed

Out

war

d Pa

rcel

w

ay b

ills

of s

elec

ted

Parc

el D

epot

s fo

r 10

th A

pril,

20t

h Ju

ly, 1

st O

ctob

er

and

30th

Janu

ary

for e

ach

year

of t

he

revi

ew p

erio

d

Sele

cted

D

ivis

ions

Tend

ers

float

ed

Leas

e co

ntra

cts

awar

ded

for

oper

atio

n of

Par

cel S

peci

al

Trai

ns /

VPs

/VPU

s/VP

HXs

/ A

GCs

/SLR

s et

c.

Inde

nts

plac

ed a

nd

canc

ella

tion

of

inde

nts

for r

easo

ns

attr

ibut

able

to

Railw

ay a

nd P

arty

Inde

nts

for

Man

go/

Ora

nge

/Ban

ana

traf

fic

Regu

lar M

ail/

Ex

pres

s/O

rdin

ary

Pass

enge

r tra

ins

due

for c

lass

ifica

tion

by

20th

May

eve

ry y

ear

New

ly in

trod

uced

M

ail/

Expr

ess/

Ord

inar

y Pa

ssen

ger t

rain

s/H

olid

ay

Spec

ial/

Sum

mer

spe

cial

/p

ooja

spe

cial

/Xm

as

spec

ial t

rain

s

Parc

els

over

ca

rrie

d

12

34

56

78

91-

11

Sam

ple

sele

ctio

n of

con

solid

ated

repo

rt o

n Th

eme

Base

d A

udit

on “

Parc

el B

usin

ess

in In

dian

Rai

lway

s”

Ann

exur

e 2.

1Pa

ra 2

.1.1

NFR

Guw

ahat

i (N

ew

Guw

ahat

i), D

imap

ur,

New

Jalp

aigu

ri,

Alip

urdu

ar Jn

., Lu

mdi

ng,

Now

gaon

, Ka

tihar

, N

ew

Tins

ukia

, New

Al

ipur

duar

and

New

Co

ochb

ehar

Sam

e as

in c

olum

n 2

Katih

ar ,

Lum

ding

1.

Lum

ding

2.

Kat

ihar

VP

s-4,

AG

C/SL

R-4

A)In

NFR

, 1 S

pl T

rain

run

from

N

ew G

uwah

ati t

o Pa

tel N

agar

du

ring

2013

-14.

Hen

ce

sele

cted

.B)

2013

-14

= 15

658

2014

-15

= 15

909

2015

-16

= 15

658

C) 2

013-

14 =

12

378

2014

-15

= 1

5658

20

15-1

6 =

1250

5

A) 1

. Guw

ahat

i 2.

New

Jalp

aigu

ri B)

Fiv

e D

ivis

ions

viz

.1.

Lum

ding

2.

Kat

ihar

3.

Alip

urdu

ar Jn

.4.

Ran

giya

5.

Tin

suki

aAn

d se

lect

ed lo

catio

ns

at S

l. N

o.2

i.e. 1

0 st

atio

ns.

Dur

ing

2013

-14

to 2

015-

16, R

egul

ar M

ail/

Ex

pres

s/O

rdin

ary

Pass

enge

r tra

ins

hav

e be

en c

lass

ified

in ti

me.

H

owev

er 6

nos

. of t

rain

s w

ere

sele

cted

from

re

view

, the

det

ails

of

whi

ch, i

f dis

crep

anci

es

foun

d, w

ill b

e gi

ven

in

anne

xure

.

2013

-14-

0564

0/05

639,

0590

3/05

904

2014

-15-

025

02/0

2501

1

3281

/132

8220

15-1

6-22

411/

2241

2

125

28/

1252

7

Dib

ruga

rh &

New

Ja

lpai

guri

NW

RJA

IPU

R, A

JMER

JOD

HPU

R, L

ALG

ARH

BHIW

ANI,

BIKA

NER

BHAG

AT K

I KO

THI,

ALW

ARBH

ILW

ARA,

FAL

NA

Sam

e as

in c

olum

n 2

Ajm

er,

Jaip

urJA

IPU

R,

AJM

ERVP

s-4

AGC/

SLR-

12

A) N

ILB)

201

3-14

1297

614

724

2014

-15

1296

820

15-1

6 N

ILC)

2013

-14

1297

8,12

964,

2247

520

14-1

512

988,

1248

9,12

495,

2015

-16

1966

0,14

707,

1248

6

A) J

AIPU

R AN

D

JOD

HPU

R M

ON

TH

FEBR

UAR

Y EA

CH Y

EAR

B) JA

IPU

R

NIL

2013

-14

1297

8,12

495

2014

-15

1297

8,22

475

2015

-16

2263

2,18

010

2013

-14

1848

2,22

632

2014

-15

1658

8,16

863

2015

-16

1562

3,18

246

JAIP

UR,

AJM

ER

SRCh

enna

i Cen

tral

, Ch

enna

i Egm

ore,

Ti

ruva

ndru

m C

entr

al,

Alw

aye,

Mad

urai

, Ka

nniy

akum

ari,

Alle

ppey

, Po

ndic

herr

y,

jala

kuda

and

M

etty

pala

yam

Sam

e as

in c

olum

n 2

Thiru

vana

ntha

pura

m ,

Chen

nai

Cent

ral

Chen

nai a

nd

Tiru

vana

ntha

pura

m

Div

isio

nsSp

l. TR

AIN

-1

VPs-

5 AG

C/SL

R-9

Chen

nai a

nd

Tiru

vana

ntha

pura

m D

ivis

ions

.Ch

enna

i Cen

tral

and

Ch

enna

i Egm

ore

stat

ions

(Mon

th o

f Ju

ne fo

r eac

h ye

ar)

NIL

1673

1 fo

r 201

3-14

.

2240

3 fo

r 201

4-15

.

1267

2 fo

r 201

5-16

.

for 2

013-

14.

for 2

014-

15.

16 a

s on

ly o

ne tr

ain

was

in

trod

uced

.

Chen

nai E

gmor

e an

d Tr

ivan

drum

ce

ntra

l.

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

183

Zona

l Ra

ilway

Parc

el d

epot

s w

here

se

para

te P

arce

l Ba

lanc

e sh

eet i

s pr

epar

ed

Out

war

d Pa

rcel

w

ay b

ills

of s

elec

ted

Parc

el D

epot

s fo

r 10

th A

pril,

20t

h Ju

ly, 1

st O

ctob

er

and

30th

Janu

ary

for e

ach

year

of t

he

revi

ew p

erio

d

Sele

cted

D

ivis

ions

Tend

ers

float

ed

Leas

e co

ntra

cts

awar

ded

for

oper

atio

n of

Par

cel S

peci

al

Trai

ns /

VPs

/VPU

s/VP

HXs

/ AG

Cs/S

LRs

etc.

Inde

nts

plac

ed a

nd

canc

ella

tion

of

inde

nts

for r

easo

ns

attr

ibut

able

to

Railw

ay a

nd P

arty

Inde

nts

for

Man

go/

Ora

nge

/Ban

ana

traf

fic

Regu

lar M

ail/

Ex

pres

s/O

rdin

ary

Pass

enge

r tra

ins

due

for c

lass

ifica

tion

by

20th

May

eve

ry y

ear

New

ly in

trod

uced

M

ail/

Expr

ess/

Ord

inar

y Pa

ssen

ger t

rain

s/H

olid

ay

Spec

ial/

Sum

mer

spe

cial

/p

ooja

spe

cial

/Xm

as

spec

ial t

rain

s

Parc

els

over

ca

rrie

d

12

34

56

78

91-

11

Sam

ple

sele

ctio

n of

con

solid

ated

repo

rt o

n Th

eme

Base

d A

udit

on “

Parc

el B

usin

ess

in In

dian

Rai

lway

s”

Ann

exur

e 2.

1Pa

ra 2

.1.1

SCR

Secu

nder

abad

, H

yder

abad

, G

unta

kal,

Vija

yaw

ada,

Gun

tur,

Kach

edgu

da,

Nan

ded,

Tiru

pati,

Cu

ddap

ah a

nd E

luru

Sam

e as

in c

olum

n 2

Secu

nder

aba

d,

Vija

yaw

ada

Secu

nder

aba

d (f

or S

pl

Trai

n)

Secu

nder

aba

d &

Nan

ded

(for

VP)

Secu

nder

aba

d an

d Vi

jaya

wad

a (A

GC/

SLR)

SP

L TR

AIN

-5VP

s-15

, AG

C/SL

R-27

A) N

ILB)

Sec

unde

raba

d an

d G

unta

kal

Div

isio

ns a

re s

elec

ted.

C)Se

cund

erab

ad D

ivis

ion

and

Vija

yaw

ada

Div

isio

n ar

e se

lect

ed.

Secu

nder

abad

and

Vi

jaya

wad

a St

atio

ns

with

max

imum

in

dent

s ar

e se

lect

ed.

Secu

nder

abad

Sta

tion

– In

dent

s fo

r the

M

onth

s of

Oct

ober

20

13, A

pril

2014

&

June

201

5; a

nd

Vija

yaw

ada

Div

isio

n –

April

of 2

013,

201

4 &

20

15 a

re s

elec

ted.

Man

goes

:20

13-1

4 –

24

inde

nts

2014

-15

- 21

in

dent

s20

15-1

6 -

25

inde

nts

Ther

e is

onl

y on

e St

atio

n (N

uzvi

d) &

the

sam

e is

se

lect

ed

I Se

cund

erab

ad D

ivn:

2013

-14:

1)

170

07 (d

elay

in

notif

icat

ion)

2)

571

56

2014

-15:

1) 1

2604

(del

ay in

no

tific

atio

n)2)

127

14

2015

-16

1) 1

7429

2)

113

03

II V

ijaya

wad

a D

ivn

2013

-14

1) 1

7402

2)

174

04 (

dela

y in

no

tific

atio

n)20

14-1

5:1)

172

55

2) 1

7210

20

15-1

6:1)

172

25

Secu

nder

abad

Div

isio

n:20

13-1

407

119

from

19.

5.13

0714

5 fr

om 1

0/20

1320

14-1

512

784

from

24.

1.15

1107

5 fr

om 1

8.2.

1520

15-1

602

764

from

10/

2015

0710

9 fr

om 1

2/20

15

Vija

yaw

ada

Div

isio

n:20

13-1

407

049

0720

7 20

14-1

507

102

0721

0 20

15-1

607

201

0726

2

Secu

nder

abad

St

atio

n (7

7 Tr

ains

)Ti

rupa

ti St

atio

n (6

4 Tr

ains

) are

se

lect

ed.

SER

How

rah,

Sha

limar

, Kh

arag

pur,

Abad

a,

Mec

heda

, Tat

a,

Hat

ia, S

antr

agac

hi,

Visn

upur

and

Bi

rbhu

m

Sam

e as

in c

olum

n 2

Khar

agpu

r ,

Ranc

hiKh

arag

pur &

Ra

nchi

di

visi

ons.

VPs-

7,

AGC/

SLR-

14

A) K

hara

gpur

& R

anch

i div

isio

nsB)

VP

book

ed o

nly

from

Sh

alim

ar

2013

-14-

196

59/6

0, 2

014-

15-

1283

4/33

, 201

5-16

- 128

70/6

9,

C) O

ne tr

ain

each

from

How

rah,

Sh

alim

ar &

San

trag

achh

i for

the

perio

d un

der r

evie

w 2

013-

14-

1213

0, 2

2835

, 129

50, 2

014-

15-

1284

1, 1

8030

, 128

83, 2

015-

16-

1800

5, 1

9659

, 228

55.

Shal

imar

& R

anch

iSh

alim

ar &

Ra

nchi

2013

- 14

1257

1 &

128

6720

14- 1

5 1

2950

, 186

17, 1

2439

&

1283

520

15- 1

612

773,

122

77, 1

2950

&

1566

1

2013

- 14

228

30, 2

2807

, 186

37 &

22

891/

2 20

14- 1

522

857,

228

13, 1

8629

&

0863

720

15- 1

6 2

2863

, 028

41, 0

8677

How

rah

(46

Trai

ns )

and

Ranc

hi (1

7 Tr

ains

)

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

184

Zona

l Ra

ilway

Parc

el d

epot

s w

here

se

para

te P

arce

l Ba

lanc

e sh

eet

is

prep

ared

Out

war

d Pa

rcel

w

ay b

ills

of s

elec

ted

Parc

el D

epot

s fo

r 10

th A

pril,

20t

h Ju

ly, 1

st O

ctob

er

and

30th

Janu

ary

for

each

yea

r of

the

re

view

per

iod

Sele

cted

D

ivis

ions

Tend

ers

float

ed

Leas

e co

ntra

cts

awar

ded

for

oper

atio

n of

Par

cel S

peci

al

Trai

ns /

VPs

/VPU

s/V

PHXs

/ A

GCs

/SLR

s et

c.

Inde

nts

plac

ed a

nd

canc

ella

tion

of

inde

nts

for

reas

ons

attr

ibut

able

to

Railw

ay a

nd P

arty

Inde

nts

for

Man

go/

Ora

nge

/Ban

ana

traf

fic

Regu

lar

Mai

l/

Expr

ess/

Ord

inar

y Pa

ssen

ger

trai

ns d

ue

for

clas

sific

atio

n by

20

th M

ay e

very

yea

r

New

ly in

trod

uced

M

ail/

Expr

ess/

Ord

inar

y Pa

ssen

ger

trai

ns/H

olid

ay

Spec

ial/

Sum

mer

spe

cial

/p

ooja

spe

cial

/Xm

as

spec

ial t

rain

s

Parc

els

over

ca

rrie

d

12

34

56

78

91-

11

Sam

ple

sele

ctio

n of

con

solid

ated

rep

ort

on T

hem

e Ba

sed

Aud

it o

n “P

arce

l Bus

ines

s in

Indi

an R

ailw

ays”

Ann

exur

e 2.

1Pa

ra 2

.1.1

SECR

Itw

ari,

Bila

spur

, Ra

ipur

, Gon

dia,

Ko

rba,

Cha

mpa

,

Sam

e as

in c

olum

n 2

Nag

pur

, Ra

ipur

ALL

VPs

-2,

AG

C/SL

R-9

A) A

LLB)

Trai

n N

o. 1

2129

/30

C) D

urg

(128

53),

Gon

dia

( 12

106)

& G

evra

Roa

d (1

8239

)

Bila

spur

& It

war

iN

ILRa

ipur

- 13

287

(Dur

g) &

58

527

(R)

Nag

pur

- 18

249

& 1

1040

(G)

Dow

ngra

ded

trai

ns -

5821

9, 1

1040

(G),

1278

7, 1

6327

, 588

39,

5886

8, 5

8870

& 5

8840

Raip

ur -

1821

5 (D

urg)

&

1821

1 (D

urg)

Nag

pur

- 78

821

(G) &

588

77

Bila

spur

& D

urg

SWR

KSR

Beng

alur

u,

Yesh

wan

thpu

r,

Hos

ur, S

atel

lite

Goo

ds T

erm

inal

, H

ubba

lli, M

ysur

u,

Vas

co-d

a-G

ama,

Ba

llari

, Ars

iker

e a

nd

Shiv

amog

ga T

own

Sam

e as

in c

olum

n 2

Bang

alor

e Ci

ty ,

Hub

li

Beng

alur

u &

H

ubli

VPs

-3,

AG

C/SL

R-8

A) 1

00%

of s

elec

ted

Div

isio

ns,

viz.

, Ben

galu

ru &

Hub

liB)

On

Beng

alur

u D

ivis

ion,

VPs

w

ere

book

ed d

urin

g th

e re

view

pe

riod

. 201

3-14

: Nil,

201

4:15

: N

os. 1

2627

& 1

2864

, 201

5-16

: N

os. 1

2627

& 1

2864

C) 2

013-

14: N

os. 1

2286

, 128

64

& 1

2779

; 201

4-15

: Nos

. 165

26,

1651

7 &

127

79; 2

015-

16: N

os.

1229

5, 1

2864

, 129

05 &

221

34.

Inde

nts

ofBe

ngal

uru:

Apr

il 20

13,

Apr

il 20

14 &

Apr

il 20

15;

VSG

: Sep

t. 2

013,

Sep

t.

2014

& A

pril

2015

NIL

PWBs

of 1

0 da

ys fr

om

1st J

une

for

each

yea

r.Sa

mpl

es s

elec

ted

wer

e as

und

er:

2013

-14:

Tra

in N

o.

1224

6, 1

2295

, 127

79 &

17

302

2014

-15:

Tra

in N

o.

1286

4, 1

6526

, 180

48 &

56

912

2015

-16:

Tra

in N

o.

1264

9, 1

2741

, 184

64 &

56

502

PWBs

of f

irst

10

days

from

da

te o

f int

rodu

ctio

n.Sa

mpl

es s

elec

ted

was

as

unde

r:20

13-1

4: T

rain

No.

16

565/

66, 1

7317

/18,

16

571/

72 &

173

19/2

020

14-1

5: T

rain

No.

22

695/

96, 2

2679

/80,

17

321/

22 &

569

21/2

220

15-1

6: N

IL

Beng

alur

u &

Ya

shw

antp

ur

WR

Ahm

edab

ad, V

api,

Mum

bai C

entr

al,

Band

ra T

erm

inus

, Su

rat,

Vad

odar

a,

Val

sad,

Nag

da, D

adar

an

d G

odhr

a

Sam

e as

in c

olum

n 2

Ahm

edab

ad,

Mum

bai

Cent

ral

Mum

bai

Cent

ral &

Ra

tlam

D

ivis

ions

for

Parc

el S

peci

al

Trai

ns(3

)/

VPs

/VPU

s/V

PH

Xs(9

)/ a

nd

Mum

bai

Cent

ral &

A

hmed

abad

D

ivis

ions

for

SL

Rs/A

GCs

-29

A)N

o Pa

rcel

Spe

cial

Tr

ains

/Par

cel C

argo

Tra

ins

leas

ed in

Wes

tern

Rai

lway

B) L

ease

con

trac

ts a

war

ded

in

resp

ect o

f Tra

in N

o. 1

2903

, 12

919

duri

ng r

evie

w p

erio

d.C)

Lea

se c

ontr

acts

aw

arde

d in

re

spec

t of T

rain

No.

129

01,

1265

5 N

avje

evan

Exp

ress

), 19

309

duri

ng r

evie

w p

erio

d.

Vap

i & P

alan

pur

parc

el D

epot

. (M

onth

- A

pril

2013

, Oct

ober

20

14, J

anua

ry 2

016)

NIL

For

the

Year

201

3 T

r. N

o. 1

9568

Okh

a-Tu

ticor

in(2

735

kms)

of

and

Tr. N

o. 1

9262

(272

0 km

s) o

f Fo

r th

e Ye

ar 2

014

Tr.

No.

129

49 (2

657

kms)

and

Tr.

No.

194

13

(260

8 km

s)

For

the

Year

201

5Tr

. No.

134

26 (2

123

kms)

and

Tr.

No.

110

49

(961

km

s)

For

the

Year

201

3-14

Tr. N

o. 2

2829

(243

4 km

s)

and

Tr. N

o. 0

9021

(195

0 km

s)Fo

r th

e Ye

ar 2

014-

15Tr

. No.

090

21 (1

950

kms)

an

d Tr

. No.

093

09 (1

736

kms)

For

the

Year

201

5-16

Tr.

No.

093

10 (

2290

km

s)

and

Tr. N

o. 0

9015

(196

0 km

s)

Band

ra T

erm

inus

&

Ahm

edab

ad

Stat

ion

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

185

Zona

l Ra

ilway

Parc

el d

epot

s whe

re

sepa

rate

Par

cel

Bala

nce

shee

t is

prep

ared

Out

war

d Pa

rcel

w

ay b

ills o

f sel

ecte

d Pa

rcel

Dep

ots f

or

10th

Apr

il, 2

0th

July

, 1st

Oct

ober

an

d 30

th Ja

nuar

y fo

r eac

h ye

ar o

f the

re

view

per

iod

Sele

cted

Di

visi

ons

Tend

ers

float

ed

Leas

e co

ntra

cts a

war

ded

for

oper

atio

n of

Par

cel S

peci

al

Trai

ns /

VPs

/VPU

s/VP

HXs/

AG

Cs/S

LRs e

tc.

Inde

nts p

lace

d an

d ca

ncel

latio

n of

in

dent

s for

reas

ons

attr

ibut

able

to

Railw

ay a

nd P

arty

Inde

nts f

or

Man

go/

Ora

nge

/Ban

ana

traf

fic

Regu

lar M

ail/

Ex

pres

s/O

rdin

ary

Pass

enge

r tra

ins d

ue

for c

lass

ifica

tion

by

20th

May

eve

ry y

ear

New

ly in

trod

uced

M

ail/

Expr

ess/

Ord

inar

y Pa

ssen

ger t

rain

s/Ho

liday

Sp

ecia

l/Su

mm

er sp

ecia

l /p

ooja

spe

cial

/Xm

as

spec

ial t

rain

s

Parc

els o

ver

carr

ied

12

34

56

78

91-

11

Sam

ple

sele

ctio

n of

con

solid

ated

repo

rt o

n Th

eme

Base

d Au

dit o

n “P

arce

l Bus

ines

s in

Indi

an R

ailw

ays”

Anne

xure

2.1

Para

2.1

.1

WCR

Habi

bgan

j, Ita

rsi,

Jaba

lpur

, Bho

pal,

Kota

, Sha

mga

rh,

Katn

i, Bi

na, S

atna

an

d Re

wa

Sam

e as

in c

olum

n 2

Jaba

lpur

, Ko

taJa

balp

ur ,

Kota

VPs-

6,

AGC/

SLR-

12

A)N

IL

B) Ja

balp

ur, K

ota

Jaba

lpur

&

Sh

amga

rhN

ILU

pgra

ded

Trai

ns-

2013

-14:

- 516

14,

2014

-15

-114

47, 1

2186

, 20

15-1

6 -1

2192

, 582

23

2013

-14

5939

0, 5

9394

2014

-15

- 12

154,

516

73

2015

-16

-518

11, 5

1883

Do

wng

rade

d Tr

ains

2013

-14:

114

47, 1

1449

, 51

701,

517

51, 1

2192

, 51

117

& 1

2181

, 121

55

2013

-14

(KO

TA)-0

9807

&

9809

017

11, 0

1701

2014

-15

: 098

07 &

098

09,

2293

8 &

016

56

20

15-1

6 -K

OTA

-098

07,

0981

2, 0

1656

, 021

88

Jaba

lpur

, Kot

a

Parc

el S

pl.

Trai

n -1

4,VP

s-69

, AG

C/SL

R-

203

712

832

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

186

Zone

loca

tons

whe

re P

MS

impl

emen

ted

fully

loca

tons

whe

re P

MS

impl

emen

ted

Part

ially

loca

tons

whe

re P

MS

is y

et t

o be

impl

emen

ted

CRM

umba

i CST

Dad

ar, K

alya

n, N

asik

Roa

d, M

anm

ad,

Bhus

awal

, Ako

la, N

agpu

r, B

alla

rsha

h--

---

ERH

owra

h--

---

----

-EC

RPa

tna,

Dan

apur

, Mug

alsa

rai

----

---

---

ECO

RBh

uban

esw

ar, K

hurd

aroa

d, P

uri,

Cutt

ack,

Be

hram

pur,

Pal

asa,

Jhaj

pur

Keon

jhar

Ro

ad, B

hadr

ak (B

HC)

, Vis

hakh

apat

tana

m,

Vizi

anag

aram

----

---

---

NR

Niz

amud

din,

Del

hi, N

ew D

elhi

----

-N

CR--

---

Mat

hura

, Agr

a, G

wal

ior,

Jhan

si--

---

SR--

---

Chen

nai C

entr

al--

---

SCR

----

-Ka

zipe

th, V

ijaya

wad

a, T

enal

i, G

udur

, Se

cund

erab

ad, H

yder

abad

, Ren

igun

ta,

Gun

tur,

War

anga

l, Ka

chig

uda,

Sa

mal

kot,

Raj

ahm

undr

y, T

irup

ati,

Kaki

nada

Por

t, G

udiv

ada,

Ellu

ru,

Nan

ded,

Aur

anga

bad

----

-

SER

Tata

naga

r, C

hakr

adha

rpur

, Rou

rkel

a,

Jhar

sagu

da, K

hara

gpur

, Bal

asor

e,

Pans

kura

, Mec

hada

----

---

---

SECR

----

-G

ondi

a, R

anna

ndag

aon,

Itw

ari,

Raip

ur,

Dur

g, B

ilasp

ur, R

aiga

rh--

---

WR

----

-Su

rat,

Nag

da, R

atla

m, V

adod

ra, V

alsa

d,

Vapi

, Bor

ival

i, D

adar

, Ban

dra

Tern

imus

, M

umba

i Cen

tral

.

----

-

WCR

Kota

, Saw

ai m

adho

pur,

Bha

ratp

ur,

Bhop

al, B

ina,

Itar

si--

---

----

-

Stat

us o

f Im

plem

enta

tion

of P

MS

Phas

e I a

nd P

hase

II

Ann

exur

e 2.

2 a

Para

2.1

.4.1

PHA

SE I

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

187

Zone

loca

tons

whe

re P

MS

impl

emen

ted

fully

loca

tons

whe

re P

MS

impl

emen

ted

Part

ially

loca

tons

whe

re P

MS

is y

et t

o be

impl

emen

ted

Stat

us o

f Im

plem

enta

tion

of

PMS

Phas

e I a

nd P

hase

II

Ann

exur

e 2.

2 a

Para

2.1

.4.1

CR--

---

----

-Lo

kam

anya

Tila

k Te

rmin

us, K

hand

wa,

Pun

e, S

olap

urER

----

---

---

Asa

nsol

, D

urga

pur,

Bar

dham

an

ECR

----

---

---

Gom

oh, D

harb

hang

a, D

hanb

ad, K

odar

ma,

Raj

ende

rnag

ar,

Sam

asti

pur,

Muz

affa

rpur

, Haj

ipur

, Bar

auni

ECO

RN

o st

atio

n se

lect

edN

R--

---

----

-56

sta

tion

sN

CR--

---

----

-A

ligar

h, T

undl

a, F

iroz

abad

, Eta

wah

NER

----

---

---

luck

now

Jn.

, Cha

pra

NFR

----

---

---

Kati

har,

Kis

hang

anj,

New

Jal

paig

uri,

New

Coo

ch B

ehar

, D

hupg

uri,

Kokr

ajha

r, N

ew A

lipur

daur

, New

Bon

gaig

aon,

G

uwah

ati,

Lum

ding

, Dhi

pu, D

imap

ur, D

ibru

garh

Tow

n, N

ew

Tins

ukia

, Mar

iani

Jn.

NW

R--

---

----

-Re

war

i, A

lwar

, Jai

pur,

Ajm

er, A

bu R

oad,

Bhi

lwar

a, U

daip

ur

City

, Bik

aner

, Jod

hpur

, Pal

i Mar

war

, Nag

aur,

Bar

mer

, Ja

isal

mer

, Sik

ar

SR--

---

----

-Ch

enna

i Egm

ore,

Kat

padi

, Sal

em, E

rode

, Coi

mba

tore

, Pal

ghat

, Tr

ichu

r, A

lway

e, E

rnak

ulam

, Kot

taya

m,

Thir

uvan

anth

apur

am

Cent

ral,

Nag

arco

il, K

anny

akum

ari,

Vill

upur

am, P

ondi

cher

ry,

Tiru

chch

irap

palli

, Din

digu

l, M

adur

ai, V

irud

unag

ar, T

irun

evel

li

SCR

----

---

---

Raic

hur,

Gun

taka

l, A

nant

hpur

SER

No

stat

ion

sele

cted

SECR

No

stat

ion

sele

cted

SWR

----

---

---

Ban

galo

re C

ity,

Yas

wan

tpur

, SSS

P N

ilaya

m, H

indu

pur

WR

----

---

---

Ahm

edab

ad, M

ehsa

na, P

alan

pur,

Raj

kot

WCR

----

---

---

Rew

a, S

atna

, Kat

ni, J

abal

pur,

Pip

ariy

aTo

tal

3248

143

PHA

SE II

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

188

Phas

e I

Phas

e II

Phas

e I

Phas

e II

Phas

e I

Phas

e II

CR9

446

/72

7210

0N

ilER

13

00

NR

No

info

rmat

ion

ECR

39

3248

100

Nil

ECO

R10

060

/62

010

0N

o st

atio

nN

R3

560

047

Nil

NCR

44

00

No

info

rmat

ion

No

info

rmat

ion

NER

02

00

No

stat

ion

Nil

NFR

015

077

No

stat

ion

0 to

60%

NW

R0

140

3N

o st

atio

nN

ilSR

120

6668

100

Nil

SCR

183

00

100

Nil

SER

80

00

100

No

stat

ion

SECR

70

00

100

No

stat

ion

SWR

04

048

No

stat

ion

Nil

WR

104

320

100

Nil

WCR

65

00

100

Nil

8014

3

Para

2.1

.4.1

Anne

xure

2.2

b

No

of st

atio

nsDe

lay(

in d

ays)

Phys

ical

pro

gres

s(in

per

cent

age)

Stat

emen

t sho

win

g n

umbe

r of s

tatio

ns se

lect

ed a

nd d

elay

in im

plem

enta

tion

of P

MS

Phas

e I

and

Phas

e II

Zona

l Ra

ilway

s

189

Report No. 14 of 2017 (Railways) Annexure

Zonal Railway

Division Year Total no. of

originating trains

No. of trains

tendered for leasing

SLRs

No. of trains not offered in

the tender document for leasing of SLR

No. of trains

leased out

No. of trains

not leased

out

No. of SLRs

leased out

No. of SLRs not

leased out and

hauled empty

% offer ofSLR withtotal

originating trains run

(col7x100/col5)

CR 2 2013-14 252 248 4 13 235 23 497 98CR 2014-15 264 249 15 33 216 44 521 94CR 2015-16 417 402 15 41 361 54 876 96ECR 2013-14 151 142 9 4 138 4 354 94ECR 2014-15 151 27 24 3 24 3 300 18ECR 2015-16 151 110 41 6 104 2 278 73ECoR 1 2013-14 69 69 0 11 58 13 6 100ECoR 2014-15 74 74 0 5 69 7 22 100ECoR 2015-16 141 141 0 5 136 6 28 100NR 2 2013-14 594 382 212 104 278 151 548 64NR 2014-15 642 167 475 103 136 173 230 26NR 2015-16 650 278 372 141 138 244 354 43NCR 3 2013-14 111 86 0 14 72 26 185 77NCR 2014-15 111 47 10 70 16 174 42NCR 2015-16 112 53 NIL 12 74 17 180 47NER 2 2013-14 198 159 95 11 148 14 420 80NER 2014-15 227 208 161 2 206 3 361 92NER 2015-16 249 290 208 5 285 8 788 116NFR 2 2013-14 140 2 138 2 138 2 67 1NFR 2014-15 140 42 98 0 140 0 46 30NFR 2015-16 140 39 101 39 101 0 77 28NWR 2 2013-14 141 100 41 28 72 37 196 71NWR 2014-15 318 316 2 26 185 35 489 99NWR 2015-16 183 183 0 15 133 16 341 100SR 2 2013-14 269 232 37 16 216 24 575 86SR 2014-15 286 73 213 14 59 18 150 26SR 2015-16 276 240 36 26 214 37 582 87SCR 2 2013-14 127 0 0 41 86 55 0SCR 2014-15 129 0 0 13 116 16 0SCR 2015-16 115 0 0 18 97 23 0SER 2 2013-14 93 93 0 13 84 15 191 100SER 2014-15 150 149 1 25 134 34 309 99SER 2015-16 155 155 0 22 138 28 318 100SECR 2 2013-14 40 0 8 21 18 76SECR 2014-15 58 0 8 30 13 113SECR 2015-16 17 2 15 2 29SWR 2 2013-14 278 202 76 42 160 47 471 73SWR 2014-15 128 107 21 19 88 27 247 84SWR 2015-16 128 276 0 20 256 43 233 216WR 2 2013-14 337 337 0 80 236 92 548 100WR 2014-15 290 290 0 36 254 46 490 100WR 2015-16 401 401 0 39 362 42 784 100WCR 2 2013-14 60 13 17 43 17 43WCR 2014-15 149 48 54 11 37 13 37 32WCR 2015-16 150 91 16 11 78 13 78 61 * ER have Nil Position

ECR (18 % for 2014-15), NR (26% to 43% during 2014-15 and 2015-16), NCR (42% to 47% during 2014-15 and 2015-16), NFR (1 % to 30 %), SR (25% 26% for 2014-15) and WCR (32% for 2014-15)

Para 2.1.6.3 aAnnexure 2.3

Statement showing details of inadequate response for leasing parcel space of SLRs during the period 2013-14 to 2015-16

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

190

Zona

l Ra

ilway

Divi

sion

Num

ber o

f Te

nder

fina

lised

w

ith d

elay

Num

ber o

f Tra

ins

( i.e

FSL

R I &

II,

RSLR

I, A

GC

& V

P)

whe

re d

elay

oc

cure

d

Rang

e of

exc

ess t

ime

take

n to

fina

lise

the

tend

ers

Loss

due

to th

e de

lay

in th

e pr

oces

s of t

he

tend

er a

nd a

war

d of

the

cont

ract

( `

)CR

Mum

bai/P

une

55

4 to

48

3278

313

ERHo

wra

h/Se

alda

h6

112

5 to

167

1002

9199

1EC

RDN

R/SJ

P4

122

to 1

4838

6846

0EC

OR

Wal

tair/

Khur

da R

oad

322

5 to

55

4835

586

NR

Mor

adab

ad/F

eroz

pur

816

91

to 2

4015

1096

995

NCR

Jhan

si/Al

laha

bad/

Agra

729

3 to

37

2466

943

NER

Vara

nasi/

Luck

now

9

292

to 5

871

2656

0N

FRKa

tihar

/Lum

ding

36

8 to

124

9127

292

NW

RJa

ipur

/Ajm

er10

641

to 7

321

5160

09SR

Thiru

vana

ntha

pura

m/

Chen

nai

1274

7 to

102

1977

4758

1

SCR

Secu

nder

abad

/Vija

yaw

ada

/Gun

taka

l14

741

to 7

434

0676

36

SER

Khar

agpu

r/Ra

nchi

1495

3 to

222

1520

1656

1SE

CRRa

ipur

/Nag

pur

622

8 to

88

1230

0000

SWR

Kast

uri/

Beng

alur

u2

228

to 3

534

3544

5W

RM

umba

i Cen

tral

/ Ah

emad

abad

2262

1 to

90

8623

0529

WCR

Kota

/Jab

alpu

r6

181

to 8

216

0735

8013

179

580

5479

481

Anne

xure

2.4

Para

2.1

.6.4

Stat

emen

t sho

win

g de

lay

in f

inal

isat

ion

of te

nder

s an

d aw

ard

of th

e ac

cept

ance

lett

er

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

191

12

34

56

78

910

1112

1314

1516

1718

2289

3/22

894

Sain

agar

Shi

rdi

How

rah

1797

RW

11

N/A

N/A

N/A

NIL

256

CR27

2302

0832

mon

ths

1232

2/12

321

Chha

trap

ati

Shiv

aji

How

rah

2161

RD

71

N/A

N/A

N/A

NIL

ER

1564

5/46

Lokm

anya

Tila

kG

uwah

ati

2573

RW

21

N/A

N/A

N/A

NIL

NFR

1802

9/30

Lokm

anya

Tila

kSh

alim

ar19

47R

D7

1N

/AN

/AN

/AN

ILSE

R

1861

0/09

Lokm

anya

Tila

kRa

nchi

2011

RW

11

N/A

N/A

N/A

NIL

SER

1214

5/46

Lokm

anya

Tila

kPu

ri18

80R

W1

1N

/AN

/AN

/AN

ILEC

R

1300

7/08

How

rah

Srig

anga

naga

r19

78R

D7

114

2944

(NW

R)10

/10/

2013

11/1

2/20

1333

NW

R23

5857

6Lo

adin

g co

mm

ence

d fr

om

04.0

6.14

aft

er g

ettin

g N

OC.

1293

8/37

How

rah

Gan

dhid

ham

2510

RW

11

2207

024/

11/2

011

10/2

1/20

1312

/11/

2013

139

WR

1533

8789

1236

9/70

How

rah

Harid

war

1536

RW

51

NO

. (R

eser

ve

Pric

e (R

P)

asse

ssed

by

Aud

it:

2050

85)

New

6/

9/20

15N

o Re

spon

se21

1N

R21

6364

68Lo

ss h

as b

een

wor

ked

out

up to

31/

03/2

016.

1304

9Ho

wra

hAm

ritsa

r19

22R

D7

1Ad

dl. V

P (R

P as

sess

ed

by A

udit:

23

7119

)

-6/

9/20

15N

o Re

spon

se29

6N

R35

0936

12Lo

ss h

as b

een

wor

ked

out

up to

31/

03/2

016.

1304

3/44

How

rah

Raxa

ul69

9P

D7

1N

ew. (

RP

asse

ssed

by

Aud

it:

6873

4)

New

6/9/

2015

No

Resp

onse

296

ECR

1017

2632

Loss

has

bee

n w

orke

d ou

t up

to 3

1/03

/201

6.

1237

1/72

How

rah

Jais

alm

er22

45R

W1

1N

ew. (

RP

asse

ssed

by

Aud

it:

2647

22)

New

6/9/

2015

No

Resp

onse

42N

WR

5559

162

Loss

has

bee

n w

orke

d ou

t up

to 3

1/03

/201

6.

1231

9/20

Kolk

ata

Agra

Can

tt.

1416

PW

11

New

. (RP

as

sess

ed

by A

udit:

85

577)

New

4/19

/201

312

/7/2

013

33N

CR14

1202

1Lo

adin

g co

mm

ence

d fr

om

14.0

1.15

aft

er g

ettin

g N

OC.

Parc

el n

ot

load

ed(n

o of

da

ys) e

xclu

ding

th

e m

onth

of

expi

ry /

te

rmin

atio

n (C

ol

no. 1

4-13

)*

Nam

e of

de

stin

atio

n Ra

ilway

fro

m

whi

ch O

pera

tiona

l cl

eara

nce

(NO

C)

was

not

rece

ived

Loss

of p

arce

l ear

ning

(R

s.) d

ue to

del

ay in

re

ceip

t of o

pera

tiona

al

cele

arnc

e fr

om th

e zo

nal R

ailw

ay (

col.

No.

11X1

2X15

/2) *

*

Rem

arks

Da

te o

f rec

eipt

of

oper

atio

nal

clea

rnce

from

de

stin

atjio

n Ra

ilway

s

4850

0000

For t

he p

erio

d of

Jan

2013

to

Sep

t 201

3

Anne

xure

2.5

Stat

emen

t sho

win

g po

tent

ial l

oss o

f par

cel e

arni

ng d

ue to

non

aw

ardi

ng o

f ten

der f

or w

ant o

f NO

C fr

om o

ther

zona

l Rai

lway

s W

eekl

y(W

)/

Dai

ly(

D)

Date

on

whi

ch 'N

OC'

w

as a

sked

fo

r

Stat

ion

From

Stat

ion

to

Para

2.1

.6.5

Lea

se

Rate

of

exis

ting

cont

ract

(R

s.)

Dis

tanc

e (k

m)

Scal

e

How

rah

No.

of

days

Tr

ain

run

in a

w

eek

CRM

umba

i

ER

Seal

dah

Date

of

expi

ry/

term

inat

ion

of e

xist

ing

cont

ract

No.

of

VPs p

er

trai

n

Zona

l Ra

ilwa

ys

Div

isio

nTr

ain

No.

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

192

12

34

56

78

910

1112

1314

1516

1718

Parc

el n

ot

load

ed(n

o of

da

ys) e

xclu

ding

th

e m

onth

of

expi

ry /

te

rmin

atio

n (C

ol

no. 1

4-13

)*

Nam

e of

de

stin

atio

n Ra

ilway

fro

m

whi

ch O

pera

tiona

l cl

eara

nce

(NO

C)

was

not

rece

ived

Loss

of p

arce

l ear

ning

(R

s.) d

ue to

del

ay in

re

ceip

t of o

pera

tiona

al

cele

arnc

e fr

om th

e zo

nal R

ailw

ay (

col.

No.

11X1

2X15

/2) *

*

Rem

arks

Da

te o

f rec

eipt

of

oper

atio

nal

clea

rnce

from

de

stin

atjio

n Ra

ilway

s

Anne

xure

2.5

Stat

emen

t sho

win

g po

tent

ial l

oss o

f par

cel e

arni

ng d

ue to

non

aw

ardi

ng o

f ten

der f

or w

ant o

f NO

C fr

om o

ther

zona

l Rai

lway

s W

eekl

y(W

)/

Dai

ly(

D)

Date

on

whi

ch 'N

OC'

w

as a

sked

fo

r

Stat

ion

From

Stat

ion

to

Para

2.1

.6.5

Lea

se

Rate

of

exis

ting

cont

ract

(R

s.)

Dis

tanc

e (k

m)

Scal

eN

o. o

f da

ys

Trai

n ru

n in

a

wee

k

Date

of

expi

ry/

term

inat

ion

of e

xist

ing

cont

ract

No.

of

VPs p

er

trai

n

Zona

l Ra

ilwa

ys

Div

isio

nTr

ain

No.

1235

7/58

Kolk

ata

Amrit

sar

1812

RW

21

New

. (R

P as

sess

ed

by A

udit:

15

2358

)

New

4/19

/201

31/

8/20

1475

NR

5713

425

Load

ing

com

men

ced

from

31

.05.

16 a

fter

get

ting

NO

C.

1236

3/64

Kolk

ata

Hald

ibar

i62

0R

W3

1N

ew.

(RP

asse

ssed

by

Aud

it:

8129

6)

New

4/19

/201

311

/7/2

013

86N

FR34

9572

8

1315

5/56

Kolk

ata

Darb

hang

a55

2R

W2

1N

ew.

(RP

asse

ssed

by

Aud

it:

5660

3)

New

4/19

/201

33/

26/2

014

97EC

R27

4524

6Lo

adin

g co

mm

ence

d fr

om

05.0

6.16

aft

er g

ettin

g N

OC.

1316

1/62

Kolk

ata

Balu

rgha

t43

7S

W3

1N

ew. (

RP

asse

ssed

by

Aud

it:

4192

7)

New

4/19

/201

311

/7/2

013

86N

FR18

0286

1

1237

9/80

Seal

dah

Amrit

sar

1894

RW

11

New

. (R

P as

sess

ed

by A

udit:

19

5750

)

New

10/1

0/20

134/

24/2

014

4N

R39

1500

1318

5/86

Seal

dah

Jayn

agar

624

RD

71

5569

010

/21/

2011

10/1

0/20

1311

/12/

2013

753

ECR

2096

7285

1232

9/30

Seal

dah

Delh

i14

48R

W1

114

3434

9/18

/201

36/

9/20

15N

o Re

spon

se42

NR

3012

114

Loss

has

bee

n w

orke

d ou

t up

to 3

1/03

/201

6.

1237

9Se

alda

hAm

ritsa

r18

94R

W1

1N

ew.

(RP

asse

ssed

by

Aud

it:

2349

00)

New

6/9/

2015

10/1

2/20

1512

5N

R14

6812

50

1311

9Se

alda

hDe

lhi

1640

PW

21

New

. (RP

as

sess

ed

by A

udit:

14

2447

)

New

6/9/

2015

No

Resp

onse

84N

R59

8277

4Lo

ss h

as b

een

wor

ked

out

up to

31/

03/2

016.

1313

3/3

Seal

dah

Vara

nasi

871

RW

51

New

. (RP

as

sess

ed

by A

udit:

12

5646

)

New

6/9/

2015

No

Resp

onse

211

NR

1325

5653

Loss

has

bee

n w

orke

d ou

t up

to 3

1/03

/201

6.

1316

7/68

Kolk

ata

Agra

Can

tt.

1461

RW

11

New

. (R

P as

sess

ed

by A

udit:

19

8013

)

New

6/9/

2015

9/17

/201

52

NCR

1980

13

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

193

12

34

56

78

910

1112

1314

1516

1718

Parc

el n

ot

load

ed(n

o of

da

ys) e

xclu

ding

th

e m

onth

of

expi

ry /

te

rmin

atio

n (C

ol

no. 1

4-13

)*

Nam

e of

de

stin

atio

n Ra

ilway

fro

m

whi

ch O

pera

tiona

l cl

eara

nce

(NO

C)

was

not

rece

ived

Loss

of p

arce

l ear

ning

(R

s.) d

ue to

del

ay in

re

ceip

t of o

pera

tiona

al

cele

arnc

e fr

om th

e zo

nal R

ailw

ay (

col.

No.

11X1

2X15

/2) *

*

Rem

arks

Da

te o

f rec

eipt

of

oper

atio

nal

clea

rnce

from

de

stin

atjio

n Ra

ilway

s

Anne

xure

2.5

Stat

emen

t sho

win

g po

tent

ial l

oss o

f par

cel e

arni

ng d

ue to

non

aw

ardi

ng o

f ten

der f

or w

ant o

f NO

C fr

om o

ther

zona

l Rai

lway

s W

eekl

y(W

)/

Dai

ly(

D)

Date

on

whi

ch 'N

OC'

w

as a

sked

fo

r

Stat

ion

From

Stat

ion

to

Para

2.1

.6.5

Lea

se

Rate

of

exis

ting

cont

ract

(R

s.)

Dis

tanc

e (k

m)

Scal

eN

o. o

f da

ys

Trai

n ru

n in

a

wee

k

Date

of

expi

ry/

term

inat

ion

of e

xist

ing

cont

ract

No.

of

VPs p

er

trai

n

Zona

l Ra

ilwa

ys

Div

isio

nTr

ain

No.

Mal

da12

349/

50Bh

agal

pur

New

Del

hi12

19R

W1

1N

ew. (

RP

asse

ssed

by

Aud

it:

1685

98)

New

6/9/

2015

No

Resp

onse

42N

R35

4055

8Lo

ss h

as b

een

wor

ked

out

up to

31/

03/2

016.

NER

Izat

naga

r13

020

Kath

goda

mHo

wra

h15

22R

D7

148

05 P

er

Tonn

e30

.03.

2015

NA

24.0

6.20

1586

HWH

9504

290

SECR

1212

9/30

DURG

Sh

alim

ar86

7R

D7

1N

AN

A18

.09.

11N

ACR

0CO

M o

ffice

of S

ECR

take

s m

ore

than

one

yea

r to

intim

ate

com

mer

cial

br

anch

rega

rdin

g N

OC.

SECR

1225

1/52

DURG

Ya

shw

antp

ur13

78R

W2

1N

AN

A18

.09.

15N

ASW

R0

SECR

1515

9/60

DURG

Ch

hapr

a10

83R

D7

1N

AN

A14

.10.

15N

AN

ER0

SECR

1821

5/16

DURG

Ja

mm

u Ta

vi19

36R

W1

1N

AN

A18

.09.

15N

AN

R0

WR

1290

3/12

904

Mum

bai

Cent

ral

Amrit

sar

1891

RDa

ily7

119

5750

24/0

6/20

1323

/09/

2013

26/1

1/20

1365

NR

6361

875

excl

udin

g 90

day

s due

to

early

term

inat

ion

of

cont

ract

WR

1901

9/19

020

Band

ra

Term

inus

Dehr

adun

1682

RDa

ily7

121

1140

17/1

1/20

13N

A22

/11/

2013

5N

R52

7850

Tota

l25

9481

890

Raip

ur

Mum

bai

Cent

ral

In a

ll 3

case

s con

cern

ed

railw

ay ta

kes 3

0 da

ys to

62

day

s to

give

NO

C.

1st t

ime

cont

ract

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

194

No.

of

inde

nts

canc

elle

d

Pote

ntia

l lo

ss o

f pa

rcel

fr

eigh

t

No.

of

inde

nts

canc

elle

d

Pote

ntia

l lo

ss o

f pa

rcel

fr

eigh

t

No.

of

inde

nts

canc

elle

d

Pote

ntia

l lo

ss o

f pa

rcel

fr

eigh

t

12

34

56

78

910

111

CR63

8577

655

6010

5118

4021

3557

619

144

2264

7114

2ER

00

402

00

040

20

3EC

R0

00

00

00

04

ECO

R0

00

04

6826

904

6826

905

NR

153

8102

920

227

1128

6499

322

1732

4126

702

3671

3545

6N

CR3

4861

8812

1344

019

446

0719

1922

9092

67

NER

353

1039

00

359

7555

611

2859

48

NFR

00

00

215

5084

215

5084

9N

WR

00

00

00

00

10SR

113

1560

675

7344

4459

8529

051

6874

194

11SC

R11

2038

285

578

4893

2027

3202

336

5555

201

12SE

R3

3301

260

040

4140

789

4344

7091

513

SECR

00

00

00

00

14SW

R0

00

06

9954

046

9954

0415

WR

541

3970

00

00

541

3970

16W

CR0

00

01

6241

71

6241

7TO

TAL

242

2061

1743

712

2468

4595

467

3669

3716

1421

8199

0054

Para

2.1

.6.6

Anne

xure

2.6

Not

e 2:

Cal

cula

tion

of p

oten

tiol l

oss (

CR):

Inde

nt fo

r one

VPU

(cap

acity

18

TON

) pla

ced

at L

TT fo

r GHY

dist

ance

259

3 KM

can

celle

d. P

oten

tial l

oss

Stat

emen

t sho

win

g fi

nanc

ial i

mpa

ct d

ue to

can

cella

tion

of th

e in

dent

s by

the

part

y du

e to

non

supp

ly o

f VP

by R

ailw

ay A

dmin

istr

atio

n20

13-1

420

14-1

520

15-1

6

Not

e 1:

Pos

ition

show

n as

0 in

col

no

4,6.

8 in

dica

tes t

hat t

here

is n

o ca

ncel

latio

n of

inde

nt in

zona

l rai

lway

resu

ltant

in to

no

loss

S.no

Zone

Year

Tota

l ind

ents

ca

ncel

led

durin

g 20

13-1

4 to

201

5-16

(col

4+

6+8)

Pote

ntia

l los

s of

parc

el

frei

ght d

urin

g 20

13-1

4 to

201

5-16

(col

5+7

+9)

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

195

Stat

emen

t sho

win

g de

tails

of w

eigh

men

t of L

ease

d pa

rcel

traf

fic o

n da

ily b

asis

Zona

l Ra

ilway

s W

heth

er

wei

ghm

ent

regi

ster

m

aint

aine

d

Whe

ther

targ

et o

f 20%

w

eigh

men

t ach

ieve

d (Y

es/N

o)

Reas

ons f

or n

on w

eigh

men

t of p

arce

l tra

ffic

CRN

oN

oN

AVER

Yes

No

NAV

ECR

Yes

Yes

NAV

ECO

RN

oN

osh

orta

ge o

f sta

ff, n

on a

vaila

bilit

y of

sepa

rate

wei

ghin

g m

achi

ne a

nd la

ck o

f suf

ficie

nt ti

me

for w

eigh

men

t

NR

Yes

No

shor

tage

of s

taff,

non

ava

ilabi

lity

of se

para

te w

eigh

ing

mac

hine

and

non

wor

king

of I

n m

otio

n w

eigh

brid

ge a

t TKD

.

NCR

No

No

NAV

NER

No

No

NAV

NFR

No

No

NAV

NW

RN

oN

oN

AVSR

No

No

NAV

SCR

Yes

No

NAV

SER

No

No

Non

-ava

ilabi

lity

of W

eigh

ing

Mac

hine

, Ina

dequ

ate

infr

astr

uctu

re, n

o or

der o

f com

pete

nt a

utho

rity

for

wei

ghm

ent o

f lea

sed

SLR.

SECR

Yes

No

NAV

SWR

No

No

NAV

WR

Yes

No

shor

tage

of s

taff,

non

ava

ilabi

lity

of se

para

te w

eigh

ing

mac

hine

16

WCR

No

No

Anne

xure

2.7

Para

2.1

.7.1

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

196

Railw

ayN

umbe

r of

VPs/

VPHs

bo

oked

dur

ing

the

revi

ew

perio

d

Num

ber o

f VPs

/VPH

s w

here

enr

oute

w

eigh

men

t was

not

do

ne d

urin

g th

e re

view

per

iod

Num

ber o

f VP

s/VP

Hs w

here

en

rout

e w

eigh

men

t w

as d

one

durin

g th

e re

view

per

iod

Ove

rload

ing

dete

cted

Loss

of p

arce

l fre

ight

tie

s if a

ll le

ased

Par

cel

Vans

wer

e ch

ecke

d fo

r ov

erlo

adin

g(`

)

CR32

9432

913

328

4924

24ER

*68

6968

690

00

ECR

402

402

00

0EC

oR16

216

20

00

NR

8116

2822

5294

414

6673

23N

CR29

3729

370

00

NER

235

235

00

0N

FR14

0714

070

00

NW

R18

4418

2519

00

SR18

4118

2714

1489

0653

033

SCR

3975

185

3790

10

SER

1132

711

327

00

0SE

CRN

A0

NA

NA

0SW

R22

5822

508

00

WR

454

454

00

0W

CR72

972

90

00

4585

036

722

9128

432

9198

1278

0

Anne

xure

2.8

Det

ails

of E

nrou

te w

eigh

men

t of V

Ps d

urin

g th

e re

view

per

iod

* In

ER

all t

he V

Ps w

ere

wei

ghed

at t

he o

rigin

atin

g po

ints

.Para

2.1

.7.2

a

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

197

Zona

l Ra

ilway

sN

umbe

r of A

GC/

SLRs

bo

oked

dur

ing

the

revi

ew p

erio

d

Num

ber o

f AG

C/SL

Rs w

here

en

rout

e w

eigh

men

t was

not

do

ne d

urin

g th

e re

view

pe

riod

Num

ber o

f AG

C/SL

Rs

whe

re e

nrou

te w

eigh

men

t w

as d

one

durin

g th

e re

view

per

iod

Ove

rload

ing

dete

cted

Loss

of p

arce

l fre

ight

, if

all l

ease

d AG

C/SL

Rs w

ere

chec

ked

for o

verlo

adin

g ( `

)

CR97

279

9720

574

7332

9592

0881

ER*

8765

287

652

00

0EC

R65

110

6511

00

ECoR

1609

1603

66

8786

198

NR

1495

3513

0174

1936

10

0N

CR12

892

1281

478

00

NER

1057

910

579

00

0N

FR27

6427

640

00

NW

R46

8845

8810

00

0SR

3940

439

337

6767

1391

8790

42SC

R40

410

2728

413

126

00

SER

5580

755

807

00

0SE

CR16

4915

1813

10

0SW

R33

715

3242

112

944

0W

R53

2553

214

459

6394

08W

CR13

088

1308

80

00

Tota

l56

2907

5221

5540

752

154

4756

2255

29

Anne

xure

2.9

Deta

ils o

f Enr

oute

wei

ghm

ent o

f AG

C/SL

Rs d

urin

g th

e re

view

per

iod

Para

2.1

.7.2

b

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

198

As p

er

Man

ifest

oAc

tual

sAs

per

Man

ifest

oAc

tual

s

1CR

1703

215

010

137

5535

63N

il12

321

103

5939

7239

65N

il2

ER12

334

AGC

6155

990

605

Nil

1233

4SL

R15

010

439

8037

91N

il3

ECR

1301

9SL

R50

2014

0068

0N

il13

019

AGC

4035

800

700

Nil

4EC

oR12

728

SLR

150

150

3900

3800

Nil

1748

7SL

R95

9539

5039

00N

il5

NR

1219

211

511

539

5047

87.9

RS 3

3450

col

lect

ed fo

r ext

ra w

eigh

t of

788

Kg12

581

210

9039

0030

17.4

Nil

6N

CR14

152

3018

3930

2130

Nil

1203

412

088

3800

3413

Nil

7N

ER12

004

249

170

3200

2015

Nil

1253

413

060

3400

2280

Nil

8N

FR15

654

Rs 2

3560

col

lect

ed fo

r 168

Kg

extr

a12

345

9N

WR

1241

4RS

LR19

019

5Rs

500

0 fo

r ext

ra p

acka

ges

1241

4FS

LR15

510

5N

il10

SR12

623

RSLR

2016

400

290

Nil

1262

3FS

LR35

3360

059

5N

il11

SCR

1705

7FI

I17

814

839

2035

20N

il17

017

FII

135

126

3820

3296

Nil

12SE

R12

774

FSLR

221

197

2800

3827

Nil

1802

9AG

C25

025

095

074

0N

il13

SECR

1823

8FS

LR35

4022

1222

75.6

Rs 5

000

for e

xtra

pac

kage

s18

238

RSLR

8585

1600

2272

Rs. 3

8,57

2/- p

oint

ed o

ut b

y au

dit.

14SW

R12

976

RSLR

203

160

3899

3749

Nil

1262

8FS

LR28

016

539

5030

32N

il15

WR

1292

6AG

C10

043

995

1720

Rs 8

4000

col

lect

ed fo

r 700

kg

extr

a 12

479

SLR

/RSL

R61

6132

8037

58N

il16

WCR

1219

0FS

LR17

916

239

1036

13N

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xure

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0

Join

t ins

pect

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e re

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No

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201

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ailw

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Ann

exur

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199

Jun-

15N

ov-1

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Nov

-15

Jun-

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5

Mor

adab

adCh

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apat

i Shi

vaji

Jun-

1551

726

3474

1244

29--

-19

70--

-1.

58--

-M

orad

abad

Lokm

anya

Tila

kJu

n-15

334

2486

5311

3034

---

1477

---

1.31

---

Mor

adab

adCh

hatr

apat

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vaji

Nov

-15

441

2529

77--

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2575

---

2021

---

1.97

Mor

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ilak

Nov

-15

508

4027

91--

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1272

---

2541

---

2.51

1800

1167

895

Seal

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1540

019

8837

9028

5--

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68--

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29--

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owra

hH

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615

4602

4820

413

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2985

---

14.6

2--

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9392

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0.00

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Vis

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1229

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3.79

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1600

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5221

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8--

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3509

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265

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0.39

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Agr

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777

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259

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1.38

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Nov

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Nov

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Tota

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Tota

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390

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39--

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4713

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---

0.96

1873

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78Ja

balp

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434

3036

810

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103

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612

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---

507

---

4.21

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Nov

-15

2813

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6037

0--

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---

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Nov

-15

8323

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---

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0--

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812

7899

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152

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YES

YES

915

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24.7

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5.36

21.6

845

630

2235

870

620

13-1

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Ahm

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YES

YES

1024

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Luck

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YES

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141

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YES

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YES

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YES

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YES

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1096

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YES

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YES

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met

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Ann

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Pres

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on

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ch 2

016)

Yes/

No

Phys

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6 T/

day

31.1

0.20

13As

per

Dy.

CM

E(CO

G) L

TR D

T 3-

10-2

016

Revi

sed

Tend

er sc

hedu

le se

nt to

FA&

CAO

for v

ettin

g.N

ON

O

3CR

Pune

BOO

T8

T/ d

ay31

.10.

2013

As p

er D

y. C

ME(

COG

) LTR

DT

3-10

-201

6 Re

vise

d de

taile

d es

ttim

ate

sent

t o

FA&

CAO

for v

ettin

g.N

ON

O

4EC

RDA

NAP

UR

DEPT

T1

25.0

1.20

13Ye

s

(

Ope

ratio

nal s

ince

21.

12.2

012)

NA

NA

_5

ERHo

wra

hDE

PTT

130

.08.

2013

(for

up

grad

atio

n)N

o (O

ne m

echa

nise

d la

undr

y w

as a

lread

y w

orki

ng

at H

owra

h. H

owev

er, t

he p

ropo

sal f

or

upgr

adat

ion

of th

is la

undr

y is

yet t

o be

m

ater

ialis

ed)

NIL

Nil

HWH:

LO

A fo

r pro

cure

men

t of e

quip

men

ts fo

r up

grad

atio

n of

Mec

hani

sed

Laun

dry

at T

ikia

para

Co

achi

ng C

ompl

ex, H

WH

has b

een

issue

d to

the

firm

M/s

Fab

care

Gar

men

ts &

Tex

tile

Mac

hine

ry (P

) Lt

d vi

de L

OA

date

d 14

/06/

2016

for R

s 1.3

4 cr

ore.

6ER

Seal

dah

DEPT

T1

30.0

8.20

13 (f

or

upgr

adat

ion)

No

(One

mec

hani

sed

laun

dry

was

alre

ady

wor

king

at

Sea

ldah

. Ho

wev

er, t

he p

ropo

sal f

or

upgr

adat

ion

of th

is la

undr

y is

yet t

o be

m

ater

ialis

ed)

NIL

Nil

SDAH

: LO

A fo

r pro

cure

men

t of e

quip

men

ts fo

r up

grad

atio

n of

Mec

hani

sed

Laun

dry

at N

ew

Coac

hing

Com

plex

, SDA

H ha

s bee

n iss

ued

to th

e fir

m M

/s P

& K

Sci

entif

ic P

rodu

cts v

ide

LOA

No.

M

C/W

C/Li

nen/

2nd

Revi

sed/

C/20

15

date

d17/

02/2

016

for R

s 1.6

3 cr

ore.

7ER

Mal

da T

own

DEPT

T2

31.1

0.20

13Ye

sM

echa

nise

d La

undr

y at

Mal

da w

as c

omm

issio

ned

in

Mar

ch 2

015

and

wor

king

smoo

thly

8N

FRDi

brug

arh

DEPT

TN

IL31

.05.

2013

No

NIL

NIL

Wor

ks re

late

d to

set u

p of

Mec

hani

sed

Laun

dry

is ye

t to

star

t.9

NFR

New

Jalp

aigu

riDE

PTT

230

.07.

2013

Yes

NAP

NAP

Com

miss

ione

d on

Aug

ust 2

014

10SE

RHa

tiaDE

PTT

131

.05.

2013

Com

miss

ione

d on

31.

01.2

014.

11

SER

Sant

raga

chi

BOO

T10

30.0

8.20

13Es

timat

e fo

r Acc

ount

s vet

ting

Nil

Nil

-

12SE

RCh

akra

dhar

pur

DEPT

T1

30.0

8.20

13Co

mm

issio

ned

on 2

9.11

.201

3. W

orks

star

ted

on

01.0

1.20

14. I

nau g

arat

ed o

n 11

.02.

2014

NAP

NAP

NAP

13SR

KCVL

/TVC

BOO

T3

NA

Yes

NAP

NAP

NAP

14SR

Erna

kula

m (E

RS)

BOO

T1

NA

No

NAP

NAP

Estim

ate

unde

r rev

ision

15SW

RHu

bbal

liDE

PTT

130

.06.

2013

Yes

NAP

NAP

1 To

n pe

r shi

ft16

SWR

Mys

uru

DEPT

T1.

530

.08.

2013

Yes

NAP

NAP

0.75

Ton

per

shift

17W

RSU

RAT

DEPT

T1

29.0

5.20

13Ye

sN

ot A

ppli.

Not

App

li.Th

e la

undr

y is

set u

p de

part

men

tally

& o

pera

tion

is on

con

trac

tual

bas

isTh

ese

17 lo

catio

ns w

ere

liste

d in

Rai

lway

Boa

rd's

lett

er o

f Jan

201

3, w

here

they

had

cal

led

for t

he la

test

pos

ition

of s

ettin

g up

of t

hese

mec

hans

ied

laun

drie

s.

Anne

xure

4.1

Para

4.1

.4St

atem

ent s

how

ing

the

Stat

us o

f Mec

hani

sed

Laun

drie

s in

Zona

l Rai

lway

s as o

n 31

st M

arch

201

6If

no, p

erce

ntag

e of

S.

no

Zona

l Ra

ilway

Loca

tion

Mod

eCa

paci

ty

(Ton

s)Ta

rget

Dat

eRe

mar

ks (a

long

with

dat

e of

com

plet

ion)

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

204

For m

achi

ne

of

mec

hani

sed

laun

dry

Civi

l Eng

g.

Wor

ksEl

ectr

ical

En

gg.

Wor

ks

Inst

alla

tion

of

mac

hine

Civi

l Eng

g.

Wor

ksEl

ect.

Engg

. W

orks

CRW

adib

unde

rDe

part

men

tal

1 To

n28

.01.

2010

22.1

0.20

0931

.01.

2012

31.0

1.20

1229

.11.

2009

2664

Yes

***F

rom

FY

2013

to

2016

, tot

al c

umul

ativ

e qu

antit

y in

tons

is

1095

Ton

s.

***F

rom

FY

2013

to

2016

, tot

al

cum

ulat

ive

quan

tity

in to

ns is

762

Ton

s.

333

Tons

The

shor

tfall

was

usu

ally

cov

ered

th

roug

h BO

OT

laun

dry.

CRW

adib

unde

rBO

OT

6T19

.04.

2013

815

NO

1260

012

145.

645

4.4

As p

er c

laus

e 4.

4 of

par

t IV

of

Agre

emen

t con

trac

tor h

as to

ens

ure

cont

inuo

us su

pppl

y of

line

n in

an

unin

terr

upte

d m

anne

r.

ECoR

ECR

Dana

pur

Depa

rtm

enta

l01

Ton

per

sh

ift o

f 08

hrs.

21.0

4.20

1127

.10.

2014

22.0

9.20

10

(Lim

ited)

18.0

4.20

1315

.11.

2015

(T

erm

inat

e)12

.11.

2012

21.1

2.20

1213

707

No

1713

1214

499

ECR

Sam

astip

urDe

part

men

tal

01 T

on p

er

shift

of 0

8 hr

s.

15.0

6.20

1025

.01.

2011

22.0

8.20

1103

.09.

2012

10.0

9.20

13_

03.0

9.20

1117

082

No

2135

1523

612

ERSe

alda

hDe

part

men

tal

111

.03.

11N

AN

A03

.04.

1112

.03.

1131

.03.

1108

.05.

118X

2=16

NO

4380

1691

.526

88.5

1.Sh

orta

geof

prod

uctio

ndu

eto

brea

kdow

nof

M&

P,2.

shor

tage

ofm

anpo

wer

supp

lyby

out

sour

ced

agen

cy

ERTi

kiap

ara/

How

rah

Depa

rtm

enta

l1

NM

AN

MA

NM

AN

MA

NM

AN

MA

NM

AN

MA

No

2 to

n pe

r shi

ftN

MA

NM

A

NCR

Alla

haba

d-

not i

nsta

lled

Depa

rtm

enta

l1.

510

.02.

1610

.02.

1614

.01.

16N

ot in

stal

led

Not

co

mpl

eted

Not

co

mpl

eted

NAP

NAP

NAP

NAP

NAP

NAP

NCR

Gw

alio

r- n

ot

inst

alle

dDe

part

men

tal

202

.12.

1502

.12.

1502

.12.

15N

ot in

stal

led

Not

co

mpl

eted

Not

co

mpl

eted

NAP

NAP

NAP

NAP

NAP

NAP

NER

Gor

akhp

urDe

part

men

tal

2.5

T08

.07.

2013

Not

av

aila

ble

11.0

1.20

1327

.02.

2014

Not

av

aila

ble

Not

av

aila

ble

27.0

2.20

140

No

4442

.527

9816

44.5

NER

Kath

goda

mDe

part

men

tal

1.5

T05

.07.

2013

13.0

3.20

1409

.07.

2013

24.0

3.20

14

10.0

3.20

1525

.02.

2014

31.1

0.20

14N

o10

60.5

661.

783

398.

717

NFR

Kam

akhy

a/Gu

wah

ati

Depa

rtm

enta

l3.

502

.12.

2010

NM

A20

.11.

2013

NM

AN

MA

NM

AJu

ne'1

1N

MA

NO

NM

AN

MA

NM

A

NFR

New

Ja

lpai

guri

Depa

rtm

enta

l2

27.0

8.20

13N

IL27

.08.

2013

10.0

7.20

14N

IL10

.07.

2014

13.0

8.20

14N

ILN

O12

5072

3.64

526.

36Sh

ortf

all d

ue to

less

dem

and

than

ca

paci

ty.

NR

Vara

nasi

Depa

rtm

enta

l01

Ton

per

sh

ift o

f 8

hrs.

23.0

7.20

1513

.02.

2015

06.1

0.20

1501

.12.

2015

35:0

4 hr

s.N

o12

214

6.72

0.00

abou

t 1.2

Ton

was

hing

dai

ly

NR

Luck

now

Depa

rtm

enta

l01

Ton

per

sh

ift o

f 8

hrs.

28.0

7.20

1506

.01.

2015

25.0

6.20

1521

.03.

2016

0N

o22

1.90

20.1

0

NW

R Jo

dhpu

rDe

part

men

tal

5.6

04.0

6.20

14N

APN

AP24

.09.

2014

NAP

NAP

25.0

9.20

14N

ilN

O24

29.6

020

02.4

442

7.16

NW

RBi

kane

rDe

part

men

tal

2.25

11.0

6.20

1305

.09.

2013

6.01

.201

428

.04.

2014

30.4

.201

431

.01.

2015

07.0

5.20

1482

.15

No

1998

.70

1653

.74

344.

96

Depr

tmen

tal

16.0

8.20

1119

.04.

2013

No

mec

hani

sed

laun

dry

in E

CoR

Phys

ical

ly w

ork

was

com

plet

ed.F

inal

bill

ye

t to

be p

asse

d.

Phys

ical

ly w

ork

was

com

plet

ed.F

inal

bill

ye

t to

be p

asse

d.

Anne

xure

4.2

4.1.

4St

atem

ent s

how

ing

the

posi

tion

of se

lect

ed m

echa

nise

d la

undr

ies i

n th

e Zo

nal R

ailw

ays

Date

of a

war

d of

con

trac

t(Le

tter

of

Acce

ptan

ce is

sued

)Da

te o

f com

plet

ion

of W

orks

Zona

l Ra

ilway

Loca

tion/

Co

achi

ng

Dep

ot w

here

m

echa

nise

d la

undr

ies

inst

alle

d

Mod

e of

op

erat

ion

(BO

OT/

D

epar

tmen

tal)

Capa

city

of

the

laun

drie

s (

in T

on)

Date

of

com

mis

sion

ing

of L

aund

ry

Tota

l shi

ft

hour

s und

er

brea

kdow

n

Whe

ther

fu

lly ru

n by

de

part

men

tal

staf

f (Y

es/N

o)

Tota

l cap

acity

of

was

hing

taki

ng in

to

cons

ider

atio

n no

s. O

f sh

ift si

nce

com

mis

sion

ing

(cum

ulat

ive

quan

tity

in to

ns )

up

to31

.03.

16

Actu

al o

ut tu

rn

(Cum

ulat

ive

quan

tity

in to

ns)

from

co

mm

issi

onin

g up

to

31.

03.1

6

Rem

arks

Shor

tfal

l , if

an

y as

per

ca

paci

ty

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

205

For m

achi

ne

of

mec

hani

sed

laun

dry

Civi

l Eng

g.

Wor

ksEl

ectr

ical

En

gg.

Wor

ks

Inst

alla

tion

of

mac

hine

Civi

l Eng

g.

Wor

ksEl

ect.

Engg

. W

orksAn

nexu

re 4

.24.

1.4

Stat

emen

t sho

win

g th

e po

sitio

n of

sel

ecte

d m

echa

nise

d la

undr

ies

in th

e Zo

nal R

ailw

ays

Dat

e of

aw

ard

of c

ontr

act(

Lett

er o

f Ac

cept

ance

issu

ed)

Dat

e of

com

plet

ion

of W

orks

Zona

l Ra

ilway

Loca

tion/

Co

achi

ng

Dep

ot w

here

m

echa

nise

d la

undr

ies

inst

alle

d

Mod

e of

op

erat

ion

(BO

OT/

D

epar

tmen

tal)

Capa

city

of

the

laun

drie

s (

in T

on)

Dat

e of

co

mm

issi

onin

g of

Lau

ndry

Tota

l shi

ft

hour

s und

er

brea

kdow

n

Whe

ther

fu

lly ru

n by

de

part

men

tal

staf

f (Y

es/N

o)

Tota

l cap

acity

of

was

hing

taki

ng in

to

cons

ider

atio

n no

s. O

f sh

ift si

nce

com

mis

sion

ing

(cum

ulat

ive

quan

tity

in to

ns )

up

to31

.03.

16

Actu

al o

ut tu

rn

(Cum

ulat

ive

quan

tity

in to

ns)

from

co

mm

issi

onin

g up

to

31.

03.1

6

Rem

arks

Shor

tfal

l , if

an

y as

per

ca

paci

ty

SCR

Secu

nder

abad

Depa

rtm

enta

l1

MT

10.0

6.20

10N

APN

AP02

.07.

2010

NAP

NAP

24.1

2.20

1045

7N

O38

4637

8957

SCR

Kach

igud

aDe

part

men

tal

1MT

16.0

4.20

10N

AN

A20

.10.

2010

NA

NA

03.1

1.20

1024

7N

O39

4839

1731

SCR

Kach

i gud

aBO

OT

6MT

16.0

6.20

14N

APN

AP12

.07.

2015

NAP

NAP

12.0

7.20

1558

NO

3168

3091

77SE

RSa

ntra

gach

iDe

part

men

tal

1 To

n ( P

er 8

Hr

s.sh

ift)

08.0

4.20

14-

-26

.02.

2015

--

26.0

2.20

15(1

28 h

rs in

20

14-1

5 +

636

hrs i

n 20

15-1

6)

= 76

4 hr

s

Yes

800

789.

2210

.78

SER

HATI

ADe

part

men

tal

1 T/

shift

11.0

3.20

1331

.01.

2014

28.0

9.20

1214

.01.

2013

30.0

1.20

1411

0 hr

s in

2014

-15

and

155

hrs i

n 20

15-1

6

Yes

1486

.87

921.

6956

5.18

SER

TATA

Depa

rtm

enta

l1

ton/

Shift

16.0

9.20

1016

.09.

2010

16.0

9.20

10-

--

03.0

5.20

12

(Exc

ept F

lat

Wor

k Iro

ner)

19.3

9Ye

s26

4317

61.1

688

1.84

Mac

hine

wor

king

456

:00

hrs

unde

r pr

even

try

mai

nten

ance

due

to

shor

tage

of L

inen

to d

ispa

tch

in

trai

n.

SECR

Coac

hing

De

pot,

Bila

spur

Depa

rtm

enta

l 1

ton/

shift

16.1

1.20

1116

.11.

2011

16.1

1.20

1123

.08.

2012

1/9/

1900

03.1

2.20

12N

o3

ton/

day

3 to

n/da

y

SECR

DURG

Depa

rtm

enta

l1

ton/

shift

27.0

1.20

1127

.01.

2011

27.0

1.20

1103

.04.

2012

03.0

4.20

1203

.04.

2012

01.0

4.20

12ni

lno

02 S

hift

s2

SRBa

sin B

ridge

BOO

TN

APN

APN

APN

APN

APN

APN

APN

APN

APN

APN

APN

APN

APN

APSR

Koch

uvel

iBO

OT

NAP

NAP

NAP

NAP

NAP

NAP

NAP

NAP

NAP

NAP

NAP

NAP

NAP

NAP

SWR

Hubb

alli

Depa

rtm

enta

l1

06.0

7.20

12N

AVN

AVJu

l-13

NAV

NAV

06.0

9.20

1329

Yes

1960

1111

849

Curr

ently

runn

ing

2 sh

ifts

(2 T

on)

SWR

Mys

uru

Depa

rtm

enta

l0.

7507

.08.

2013

NAV

NAV

15.1

2.20

15N

AVN

AV18

.12.

2015

53Ye

s66

615

Curr

ently

runn

ing

2 sh

ifts

(2 T

on)

WCR

JABA

LPU

RDe

part

men

tal

2 To

n15

.07.

2015

02.0

1.20

1520

.11.

2014

25.1

0.20

1530

.12.

2015

16.1

1.20

1525

.10.

2015

531

NO

450

444.

55.

5

WCR

KOTA

Depa

rtm

enta

l01

T/S

hift

28.1

0.20

1528

.10.

2015

28.1

0.20

1524

.02.

2016

24.0

2.20

1624

.02.

2016

24.0

2.20

16N

ilN

ola

undr

y st

arte

d w

ork

on d

ate

11.0

3.20

16cu

mul

ativ

e qu

antit

y in

to

ns si

nce

star

t of

wor

k =

188

tons

(up

to

15.0

9.20

16)

188

tons

-

WR

Depa

rtm

enta

l1

23.0

7.20

10N

ot

appl

icab

leN

ot

Avai

labl

e1/

16/2

011

Not

Ap

plic

able

16.0

1.20

1116

.01.

2011

The

shor

tfal

l is d

ue to

less

line

n re

quire

men

t at I

NDB

coa

chin

g de

pot.

WR

Depa

rtm

enta

l2

17.

03.2

015

Not

ap

plic

able

Not

Av

aila

ble

14.0

7.20

15N

ot

Appl

icab

leN

ot

Appl

icab

le14

.07.

2015

WR

Depa

rtm

enta

l4

16.

02.2

016

Not

ap

plic

able

Not

Av

aila

ble

11.0

4.20

16N

ot

Appl

icab

leN

ot

Appl

icab

le11

.04.

2016

WR

Gra

nt R

oad

Depa

rtm

enta

l3

14.0

5.20

13N

ot

Avai

labl

eN

ot

Avai

labl

e01

.08.

2015

Not

Av

aila

ble

Not

Av

aila

ble

01.0

8.20

153.

55 S

hift

ho

urs

No

1458

1215

243

WR

Ahm

edab

adBO

OT

Not

app

licab

le

Indo

re20

13-1

4- 4

3.55

Sh

ift h

ours

20

14-1

5- 4

.8

Shift

hou

rs

2015

-16-

4.92

Sh

ift h

ours

Yes

2710

2550

.01

159.

99

Augm

enta

tion

of M

echa

nise

d La

undr

y at

INDB

.

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

206Zo

nal

Railw

ayCo

achi

ng

Dep

otM

echn

ised

la

undr

y co

nstr

ucte

d un

der

BOO

T m

odel

or

depa

rtm

enta

lly

Dat

e of

co

mm

issi

onin

g of

the

mec

hani

sed

laun

dry

Whe

ter

clea

ranc

e of

Ce

ntra

l Pol

luti

on

Cont

rol B

oard

w

as

take

n(Ye

s/N

o)

Whe

ther

cl

earn

ace

of

Stat

e Po

lluti

on

Cont

rol B

oard

w

as ta

ken

(Yes

/No)

Whe

ther

cl

earn

ace

of

loca

l au

thor

ity,

Mun

ici

pal/

Corp

orat

ion

Body

was

take

n (Y

es/N

o)

If pr

ovis

ion

exis

ts fo

r pe

riod

ical

rene

wal

of

clea

ranc

e fr

om th

e Po

lluti

on

Cont

rol B

oard

, tha

sam

e ha

s be

en ta

ken

tim

ely?

(Yes

/No)

. If

no ,

from

whe

n cl

eara

nce

is

due?

Whe

ther

any

Eff

luen

t Tr

atm

ent P

lant

(ETP

) ha

s be

en c

onst

ruct

ed fo

r tr

eatm

ent o

f dis

char

ge

wat

er fr

om th

e m

echa

nise

d la

undr

y

If ET

P co

nstr

uct

ed, i

s it

fu

ncti

onal

?

Whe

ther

the

trea

ted

wat

er

is u

sed

for a

ny

purp

ose?

if

yes,

for w

hat

purp

ose.

Whe

ther

the

disc

harg

e w

ater

is

rele

ased

to

sew

erag

e w

itho

ut

trea

tmen

t?

(Yes

/No)

Rem

arks

CRW

adib

unde

rW

adib

unde

r D

epar

tmen

tal

29.1

1.20

09

ECoR

ECR

Raje

ndra

Nag

arD

epar

tmen

tal

18.1

2.20

12N

oN

oN

oN

ilN

oN

ilN

ilye

s

ECR

Sam

astip

urD

epar

tmen

tal

03.0

9.20

11N

oN

oN

oN

ilN

oN

ilN

ilye

s

ERSe

alda

hD

epar

tmen

tal

05.0

8.20

11N

ON

ON

ON

o N

ON

APN

APYE

SER

Tiki

apar

a/

How

rah

Dep

artm

enta

l15

.08.

2010

No

No

No

No.

Due

from

it's

co

mm

issi

onin

g i.e

. 15/

08/2

010

No

NAP

No

Yes

NCR

Alla

haba

dU

nder

co

nstr

uctio

n-

Dep

artm

enta

l

not

com

mis

sion

edN

oN

oN

oN

APN

oN

APN

APN

AP

NCR

Gw

alio

rU

nder

co

nstr

uctio

n-

Dep

artm

enta

l

not

com

mis

sion

edN

oN

oN

oN

APN

oN

APN

APN

AP

NER

KATH

GO

DAM

Dep

artm

enta

l24

.03.

201

3N

oN

ON

ON

ON

ON

ON

OYE

S-

NER

Gor

akhp

urD

epar

tmen

tal

27.0

2.20

14N

oN

ON

ON

OYe

sYe

sW

ashi

ng

Coac

hes

No

Dis

char

ge w

ater

of

Mec

hani

zed

laun

dry

goes

to

ETP

of R

ailw

ay w

orks

op/G

KP

NFR

Guh

awat

iD

epar

tmen

tal

June

'201

1N

oN

oN

oYe

sYe

sYe

sO

ut o

f dai

ly

used

wat

er o

f 10

1880

litr

es,

1600

0 lit

res

of

wat

er r

ecyc

led

and

utili

sed

for

was

hing

of

linen

.

No

NFR

New

Jalp

aigu

riD

epar

tmen

tal

13.0

8.20

14N

oN

oN

oYe

sYe

sYe

sN

oN

o

NR

Vara

nasi

Dep

artm

enta

l01

.12.

2015

NAP

NAP

NAP

NAP

NO

NAP

NAP

YES

NR

Luck

now

Dep

artm

enta

l21

.03.

2016

NAP

NAP

NAP

NAP

NO

NAP

NAP

YES

NW

RJo

dhpu

rD

epar

tmen

tal

25.0

9.20

14N

oN

oN

oN

APYe

sYe

sW

ashi

ng o

f Co

ache

sN

o D

isch

arge

d w

ater

fr

om L

aund

ry s

ent

to E

TP fo

r tr

eatm

ent,

plan

t al

read

y ex

ist.(

ETP

com

mis

sion

ed o

n 30

.9.1

2)N

WR

Bika

ner

Dep

artm

enta

l07

.05.

2014

No

No

No

N.A

No

N.A

NO

Yes

Nil

SCR

Secu

nder

abad

Dep

artm

enta

l24

.12.

2010

No

No

No

No

No

No

No

Yes

Prov

isio

n fo

r ETP

w

as n

ot m

ade

in th

e es

timat

e.

Ann

exur

e 4.

3Pa

ra 4

.1.4

.1St

atem

ent s

how

ing

the

trea

tmen

t of d

isch

arge

wat

er o

f mec

hani

sed

laun

dry

As th

e de

part

men

tal m

echa

nize

d la

undr

y, W

adib

unde

r was

the

pilo

t pro

ject

in In

dian

Rai

lway

s, O

nly

the

aspe

ct o

f sup

ply

and

erec

tion

of m

achi

nery

ws

take

n in

to

acco

unt.

How

ever

the

issu

e of

cle

aran

ces

has

been

take

n ca

re o

f in

furt

her p

roje

cts.

No

mec

hani

sed

laun

dry

in E

CoR

No

prov

isio

n ha

s be

en in

clud

ed e

ven

in E

stim

ate

of s

et u

p of

M. L

aund

ry.

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

207

Zona

l Ra

ilway

Coac

hing

De

pot

Mec

hnis

ed

laun

dry

cons

truc

ted

unde

r BO

OT

mod

el o

r de

part

men

tally

Date

of

com

mis

sion

ing

of th

e m

echa

nise

d la

undr

y

Whe

ter

clea

ranc

e of

Ce

ntra

l Pol

lutio

n Co

ntro

l Boa

rd

was

ta

ken(

Yes/

No)

Whe

ther

cl

earn

ace

of

Stat

e Po

llutio

n Co

ntro

l Boa

rd

was

take

n (Y

es/N

o)

Whe

ther

cl

earn

ace

of

loca

l au

thor

ity,M

unic

ipa

l/Co

rpor

atio

n Bo

dy w

as ta

ken

(Yes

/No)

If pr

ovis

ion

exis

ts fo

r pe

riodi

cal r

enew

al o

f cl

eara

nce

from

the

Pollu

tion

Cont

rol B

oard

, tha

sam

e ha

s be

en ta

ken

timel

y? (Y

es/N

o).

If no

, fr

om w

hen

clea

ranc

e is

du

e?

Whe

ther

any

Effl

uent

Tr

atm

ent P

lant

(ETP

) ha

s be

en co

nstr

ucte

d fo

r tr

eatm

ent o

f dis

char

ge

wat

er fr

om th

e m

echa

nise

d la

undr

y

If ET

P co

nstr

uct

ed, i

s it

func

tiona

l?

Whe

ther

the

trea

ted

wat

er

is u

sed

for a

ny

purp

ose?

if

yes,

for w

hat

purp

ose.

Whe

ther

the

disc

harg

e w

ater

is

rele

ased

to

sew

erag

e w

ithou

t tr

eatm

ent?

(Y

es/N

o)

Rem

arks

Anne

xure

4.3

Para

4.1

.4.1

Stat

emen

t sho

win

g th

e tr

eatm

ent o

f dis

char

ge w

ater

of m

echa

nise

d la

undr

y

SCR

Kach

igud

aDe

part

men

tal

03.1

1.20

10N

oN

oN

oN

oYe

sYe

sFo

r coa

ch

clea

ning

at

No

SCR

Kach

igud

aBO

OT

12.0

7.20

15N

oYe

sN

oYe

sYe

sN

oN

oYe

sSE

RSa

ntra

gach

iDe

part

men

tal

26.0

2.20

15N

oN

oN

oN

oN

oN

APN

APYe

sSE

RHa

tiaDe

part

men

tal

31.0

1.20

14N

oN

oN

oN

oN

oN

APN

APYe

sSE

RTA

TADe

part

men

tal

03.0

5.20

12N

oN

oN

oN

oN

oN

APN

APYe

sSE

CRBi

lasp

urDe

part

men

tal

03.1

2.20

12N

oN

oN

o-

Yes

Yes

No

No

SECR

Durg

Depa

rtm

enta

l01

.04.

2012

No

No

No

No

No,

but

wat

er re

cycl

ing

plan

t with

faci

lity

for

efflu

ent t

reat

men

t av

aila

ble.

NAP

No

Yes

Disc

harg

ed w

ater

is

rele

ased

to

sew

erag

e w

ithou

t tr

eatm

ent a

nd it

is

conn

ecte

d in

to

wat

er re

cylin

g pl

ant.

SRCh

enna

i Cen

tral

BOO

T01

.10.

2011

No

No

No

NAP

Yes

Yes

No

No

Clea

ranc

e of

Sta

te

Polu

tion

Cont

rol

Boar

d is

yet t

o be

ob

tain

ed e

ven

afte

r a

laps

e of

mor

e th

an

5 ye

ars.

SRTi

ruva

nant

apur

amBO

OT

01.0

4.20

15N

oYE

SN

oYe

sYe

s Ye

sN

oN

0PC

B cl

eara

nce

valid

up

to 3

1/10

/201

8.

Trea

ted

wat

er w

as

not u

sed

for a

ny

purp

ose.

SWR

Hubb

alli

Depa

rtm

enta

l06

.09.

2013

NAP

NAP

NAP

NAP

Yes

No

No

Yes

SWR

Mys

uru

Depa

rtm

enta

l20

.12.

2015

NAP

NAP

NAP

NAP

Yes

Yes

Gard

enin

gN

oW

CRJa

balp

urDe

part

men

tal

28.1

0.20

15N

ON

ON

ON

ON

ON

APN

OYE

SW

CRKO

TADe

part

men

tal

24.0

2.20

16N

ON

ON

ON

OYE

SN

APN

APYE

SW

RIn

dore

Depa

rtm

enta

l16

.01.

2011

Not

App

li.N

oN

ot A

ppli.

No,

Sin

ce 1

6/1/

2011

Yes

Yes

NO

No

Till

25/0

3/ 2

016

disc

harg

e w

ater

was

re

leas

ed to

se

wer

age

WR

Gran

t Roa

dDe

part

men

tal

08.0

1.20

15N

ot A

ppli.

Yes

Not

App

li.Ye

sYe

sYe

sN

ON

oTi

ll 31

/03/

201

6 di

scha

rge

wat

er w

as

rele

ased

to

sew

erag

e W

RAh

med

abad

BOO

T M

odel

Dec-

12N

ot A

ppli.

Yes

Not

App

li.Ye

sYe

sYe

sN

ON

o

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

208

Poly

este

r Sta

ple

Fibr

e Pi

llow

(DP-

II)

Was

habl

e Pi

llow

(D

P-I)

Poly

este

r St

aple

Fib

re

Pillo

w(D

P-II)

Was

habl

e Pi

llow

(D

P-I)

2013

-14

Lokm

anya

Tila

k Te

rmin

us &

W

adib

unde

r

1063

013

418

No

Yes

No

1140

NO

NO

NO

NO

NO

2014

-15

Lokm

anya

Tila

k Te

rmin

us &

W

adib

unde

r

1236

027

333

No

Yes

No

1175

NO

NO

NO

NO

NO

2015

-16

Lokm

anya

Tila

k Te

rmin

us &

W

adib

unde

r

1373

212

488

No

Yes

No

1212

NO

NO

NO

NO

NO

2012

-13

Nag

pur

3000

6122

Yes

Yes

Yes

3000

00

0N

ot A

pplic

able

No

2013

-14

Nag

pur

5000

9651

Yes

Yes

Yes

5500

00

0N

ot A

pplic

able

No

2014

-15

Nag

pur

6500

1772

6Ye

sYe

sYe

s60

000

00

Not

App

licab

leN

o20

15-1

6N

agpu

r70

0021

910

Yes

Yes

Yes

6500

00

0N

ot A

pplic

able

No

2013

-14

Bhub

anes

war

8988

1505

3Ye

sYe

sYe

s71

7020

80

0N

ILN

o20

14-1

5Bh

uban

esw

ar10

814

3100

6Ye

sYe

sYe

s87

1528

30

0N

ILN

o20

15-1

6Bh

uban

esw

ar10

685

3321

5Ye

sYe

sYe

s10

482

472

1228

10

6-M

onth

sYe

s20

13-1

4PU

RI99

5685

44Ye

sYe

sYe

s95

2592

NIL

NIL

NIL

No

2014

-15

PURI

1143

892

85Ye

sYe

sYe

s97

7716

7N

ILN

ILN

ILN

o20

15-1

6PU

RI13

656

3139

0Ye

sYe

sYe

s10

472

61N

ILN

ILN

ILN

o20

12-1

3Ra

jend

ra N

agar

3715

__Ye

sYe

sYe

s34

1221

6N

ilN

il__

No

2013

-14

Raje

ndra

Nag

ar51

7637

314

Yes

Yes

Yes

4520

256

Nil

Nil

__N

o20

14-1

5Ra

jend

ra N

agar

7782

5852

4Ye

sYe

sYe

s48

4433

2N

ilN

il__

No

2015

-16

Raje

ndra

Nag

ar10

066

6805

0Ye

sYe

sYe

s94

5461

2N

ilN

il__

No

2012

-13

Dar

bhan

ga15

7247

76N

oYe

sN

o12

6378

No

No

N.A

No

2013

-14

Dar

bhan

ga21

0112

447

No

Yes

No

2027

94N

oN

oN

.AN

o20

14-1

5D

arbh

anga

2101

4390

No

Yes

No

1434

122

No

No

N.A

No

2015

-16

Dar

bhan

ga22

1986

60N

oYe

sN

o29

0417

0N

oN

oN

.AN

o20

12-1

3Se

alda

h11

915

2191

2N

AYe

sYe

s11

915

Not

Ava

ilabl

eN

ilN

AN

o20

13-1

4Se

alda

h15

317

1129

1N

AYe

sYe

s15

317

Not

Ava

ilabl

eN

ilN

AN

o20

14-1

5Se

alda

h14

500

6548

Yes

Yes

Yes

1450

0N

ot A

vaila

ble

Nil

NA

No

2015

-16

Seal

dah

1450

091

27Ye

sYe

sYe

s14

500

Not

Ava

ilabl

eN

ilN

AN

o20

13-1

4Ti

kia p

ara

1092

750

527

Yes

Yes

Yes

1177

4N

ilN

ot A

vaila

ble

Nil

Nil

Nil

2014

-15

Tiki

apar

a12

293

5010

8Ye

sYe

sYe

s12

619

Nil

Not

Ava

ilabl

eN

ilN

ilN

il20

15-1

6Ti

kiap

ara

1163

445

335

Yes

Yes

Yes

1382

1N

ilN

ot A

vaila

ble

Nil

Nil

Nil

2013

-14

Alla

haba

d*37

4226

756

Yes

Yes

Yes

7117

NIL

NIL

NIL

NAP

NO

2014

-15

Alla

haba

d*48

8928

253

Yes

Yes

Yes

3297

NIL

NIL

NIL

NAP

NO

2015

-16

Alla

haba

d*44

0733

384

Yes

Yes

Yes

5551

NIL

NIL

NIL

NAP

NO

2013

-14

Gw

alio

r27

0323

70Ye

sYe

sYe

s10

031

34N

ILN

ILN

APN

AP20

14-1

5G

wal

ior

2159

2761

Yes

Yes

Yes

8033

41N

ILN

ILN

APN

AP20

15-1

6G

wal

ior

2456

2616

Yes

Yes

Yes

8031

10N

ILN

ILN

APN

AP20

13-1

4Lu

ckno

w24

9728

4623

7N

oYe

sN

o21

3050

Nil

Nil

N.A

.N

o20

14-1

5Lu

ckno

w23

4615

3612

6N

oYe

sN

o21

2260

Nil

Nil

N.A

.N

o20

15-1

6Lu

ckno

w21

4991

1275

9N

oYe

sN

o23

4290

Nil

Nil

N.A

.N

o20

13-1

4G

uwah

ati

9789

3678

N0

Yes

No

087

95N

IL28

06

mon

thly

Yes

2014

-15

Guw

ahat

i12

602

3061

NO

Yes

No

013

193

NIL

2015

6 m

onth

lyYe

s20

15-1

6G

uwah

ati

1279

959

57N

OYe

sN

o0

2067

4N

IL41

16

mon

thly

Yes

2013

-14

Dib

ruga

rh31

4750

48Ye

sYe

sYe

s0

2935

Nil

Nil

NO

2014

-15

Dib

ruga

rh46

0913

614

Yes

Yes

Yes

040

21N

ilN

ilN

O20

15-1

6D

ibru

garh

6305

9687

Yes

Yes

Yes

052

60N

ilN

ilN

O20

12-1

3Lu

ckno

w39

3011

176

Yes

Yes

Yes

3930

00

NAP

NAP

No

2013

-14

Luck

now

3677

1595

0Ye

sYe

sYe

s36

770

0N

APN

APN

o20

14-1

5Lu

ckno

w39

2016

679

Yes

Yes

Yes

3920

00

NAP

NAP

No

2015

-16

Luck

now

5760

2767

Yes

Yes

Yes

5760

00

NAP

NAP

No

2012

-13

New

Del

hi11

800

1295

80Ye

sYe

sYe

s11

880

00

NAP

NAP

No

2013

-14

New

Del

hi11

900

1178

14Ye

sYe

sYe

s12

040

00

NAP

NAP

No

2014

-15

New

Del

hi13

850

1444

18Ye

sYe

sYe

s13

870

00

NAP

NAP

No

2015

-16

New

Del

hi16

340

1701

76Ye

sYe

sYe

s16

610

00

NAP

NAP

No

No

prov

isio

n ex

ists

for

was

hing

of

1 M

onth

1 M

onth

2 m

onth

One

mon

th

Onc

e in

two

mon

ths

2 M

onth

s

2 M

onth

s

Mon

thly

Ann

exur

e 4.

4Pa

ra 4

.1.4

.3 a

nd 4

.1.4

.4St

atem

ent s

how

ing

the

was

hing

of B

lank

ets

& P

illow

sN

o. o

f Pill

ows

in u

seN

o. o

f Pill

ows

was

hed

02- 0

3 m

onth

s

1 M

onth

2-M

onth

s

2-M

onth

s

60 d

ays

N.A

Zoal

Ra

ilway

Year

Coac

hing

Dep

otN

o. o

f Bl

anke

ts in

us

e

Freq

uenc

y of

w

ashi

ng o

f Pi

llow

s (in

m

onth

s/da

ys)

Whe

ther

pr

ovis

ion

exis

ts

in th

e w

ashi

ng

cont

ract

for

Pillo

w w

ashi

ng

No.

of

Blan

kets

w

ashe

d du

ring

the

year

Freq

uenc

y of

w

ashi

ng o

f Bl

anke

ts a

s pr

ovid

ed in

the

cont

ract

(in

mon

ths/

days

)

Whe

ther

Bl

anke

ts w

ere

dry

was

hed

(Yes

/No)

Whe

ther

pr

ovis

ion

exis

ts

in th

e w

ashi

ng

cont

ract

for

Blan

ket w

ashi

ng

Whe

ther

pro

visi

on

exis

ts in

the

was

hing

co

ntra

ct fo

r dr

y w

ash

of

blan

kets

(Yes

/No)

CR ECoR

ECR

ER

NCR

NER

NFR NR

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

209

Poly

este

r St

aple

Fi

bre

Pillo

w(D

P-II)

Was

habl

e Pi

llow

(D

P-I)

Poly

este

r St

aple

Fib

re

Pillo

w(D

P-II)

Was

habl

e Pi

llow

(D

P-I)

Ann

exur

e 4.

4Pa

ra 4

.1.4

.3 a

nd 4

.1.4

.4St

atem

ent

show

ing

the

was

hing

of

Bla

nket

s &

Pill

ows

No.

of

Pillo

ws

in u

seN

o. o

f Pi

llow

s w

ashe

d Zo

al

Rai

lway

Year

Coac

hing

Dep

otN

o. o

f B

lank

ets

in

use

Freq

uenc

y of

w

ashi

ng o

f Pi

llow

s (i

n m

onth

s/da

ys)

Whe

ther

pr

ovis

ion

exis

ts

in t

he w

ashi

ng

cont

ract

for

Pi

llow

was

hing

No.

of

Bla

nket

s w

ashe

d du

ring

the

ye

ar

Freq

uenc

y of

w

ashi

ng o

f B

lank

ets

as

prov

ided

in t

he

cont

ract

(in

mon

ths/

days

)

Whe

ther

B

lank

ets

wer

e dr

y w

ashe

d (Y

es/N

o)

Whe

ther

pr

ovis

ion

exis

ts

in t

he w

ashi

ng

cont

ract

for

B

lank

et w

ashi

ng

Whe

ther

pro

visi

on

exis

ts in

the

was

hing

co

ntra

ct f

or d

ry

was

h of

bl

anke

ts(Y

es/N

o)

2013

-14

Jod

hpur

3990

3300

0N

oYe

sN

o36

950

Nil

NA

PN

AP

no20

14-1

5 J

odhp

ur56

9128

204

No

Yes

No

4584

0N

ilN

AP

NA

Pno

2015

-16

Jod

h pur

6720

2755

8N

oYe

sN

o62

480

Nil

NA

PN

AP

no20

13-1

4Ja

ipur

5721

1962

4N

oYe

sN

o58

110

Nil

NA

PN

AP

no20

14-1

5Ja

ipur

6542

3554

2N

oYe

sN

o54

560

Nil

NA

PN

AP

no20

15-1

6Ja

ipur

6765

2855

0N

oYe

sN

o60

050

Nil

NA

PN

AP

no20

13-1

4Se

cund

erab

ad19

104

2962

5N

oYe

sN

o17

604

00

0N

AP

No

2014

-15

Secu

nder

abad

2054

154

891

No

Yes

No

2019

00

00

NA

PN

o20

15-1

6Se

cund

erab

ad21

987

4358

0N

oYe

sN

o20

568

00

0N

AP

No

2013

-14

Hyd

erab

ad57

8215

584

No

Yes

Yes

5791

00

0N

AP

No

2014

-15

Hyd

erab

ad56

6217

979

No

Yes

No

5497

00

0N

AP

No

2015

-16

Hyd

erab

ad63

9224

849

No

Yes

No

6289

00

0N

AP

No

2013

-14

Sant

raga

chi

19,8

0948

,441

YES

YES

YES

19,2

9951

0N

ILN

ILN

AN

IL20

14-1

5Sa

ntra

gach

i20

,159

61,0

29YE

SYE

SYE

S19

,649

510

NIL

NIL

NA

NIL

2015

-16

Sant

raga

chi

21,8

7372

,606

YES

YES

YES

21,3

3354

0N

ILN

ILN

AN

IL20

13-1

4H

ATI

A4,

678

5,23

8YE

SN

oYE

SN

il4,

678

2014

-15

HA

TIA

4,74

895

7YE

SN

oYE

SN

il4,

748

2015

-16

HA

TIA

6,32

76,

327

YES

No

YES

Nil

6,32

720

13-1

4TA

TA17

3037

6Ye

sYe

sYe

sN

il17

3020

14-1

5TA

TA19

1635

52N

oYe

sN

oN

il19

1620

15-1

6TA

TA27

7856

98N

oYe

sN

oN

il27

7820

13-1

4B

ilasp

ur32

2638

708

Yes

Yes

Yes

Nil

4619

N/A

Nil

N/A

N/A

2014

-15

Bila

spur

3995

4605

9Ye

sYe

sYe

sN

il56

40N

/AN

ilN

/AN

/A20

15-1

6B

ilasp

ur35

9243

107

Yes

Yes

Yes

Nil

5293

N/A

Nil

N/A

N/A

2013

-14

DU

RG28

24

per

mon

th28

028

(F

eb 1

3 to

M

ar 1

4)

yes

yes

yes

NO

NO

No

NO

NO

NO

2014

-15

DU

RG30

51

per

mon

th24

233

yes

yes

yes

NO

NO

No

NO

NO

NO

2015

-16

DU

RG30

51

per

mon

th24

879

yes

yes

yes

NO

NO

No

NO

NO

NO

2013

-14

Chen

naiC

entr

alN

A11

8372

NO

YES

No

NA

Nil

NA

PN

AP

NA

PN

AP

2014

-15

Chen

naiC

entr

alN

A13

4736

NO

YES

No

NA

Nil

NA

PN

AP

NA

PN

AP

2015

-16

Chen

naiC

entr

alN

A13

2982

NO

YES

No

NA

Nil

NA

PN

AP

NA

PN

AP

2013

-14

Tiru

vana

ntap

uram

00

NO

YES

No

00

NA

PN

AP

NA

PN

AP

2014

-15

Tiru

vana

ntap

uram

00

NO

YES

No

00

NA

PN

AP

NA

PN

AP

2015

-16

Tiru

vana

ntap

uram

NA

6097

6N

OYE

SN

oN

AN

ilN

AP

NA

PN

AP

NA

P20

13-1

4Ye

shw

anth

pur

00

NA

PN

AP

NA

P0

00

0N

AP

NA

P20

13-1

4KS

R B

enga

luru

Cit

y0

0N

AP

NA

PN

AP

00

00

NA

PN

AP

2014

-15

Yesh

wan

thpu

r61

9574

340

Yes

Yes

Yes

4499

00

0N

AP

No

2014

-15

KSR

Ben

galu

ru C

ity

9080

1089

60Ye

sYe

sYe

s85

800

00

NA

PN

o

2015

-16

Yesh

wan

thpu

r70

6284

744

Yes

Yes

Yes

6545

00

0N

AP

No

2015

-16

KSR

Ben

galu

ru C

ity

1217

114

6052

Mon

thly

Yes

Yes

Yes

1103

10

00

NA

PN

o

2013

-14

JAB

ALP

UR

7753

2553

NO

YES

NO

7087

940

0N

AP

NO

2014

-15

JAB

ALP

UR

8413

1724

6N

OYE

SN

O70

5394

00

NA

PN

O20

15-1

6JA

BA

LPU

R10

028

7634

NO

YES

NO

8331

167

00

NA

PN

O20

13-1

4KO

TA72

372

3N

OYE

SN

O85

70

NA

PN

AP

NA

PN

AP

2014

-15

KOTA

1131

1131

NO

YES

NO

1208

0N

AP

NA

PN

AP

NA

P20

15-1

6KO

TA12

8212

82N

OYE

SN

O12

530

NA

PN

AP

NA

PN

AP

2013

-14

Ban

dra

Term

inus

9927

5613

8Ye

sYe

sYe

s88

030

00

Not

App

li N

o20

14-1

5B

andr

a Te

rmin

us10

418

5779

5Ye

sYe

sYe

s83

050

00

Not

App

li N

o20

15-1

6B

andr

a Te

rmin

us11

795

3103

1Ye

sYe

sYe

s10

420

00

0N

ot A

ppli

No

2013

-14

Ahm

edab

ad12

000

1943

7N

oYe

sN

o16

000

00

0N

ot A

ppli

No

2014

-15

Ahm

edab

ad13

000

1634

9N

oYe

sN

o16

000

00

0N

ot A

ppli

No

2015

-16

Ahm

edab

ad13

500

3441

2N

oYe

sN

o16

500

00

0N

ot A

ppli

No

* In

Alla

haba

d, N

CR, n

o pr

ovis

ion

for

was

hing

of P

illow

s ex

ists

in t

he w

ashi

ng c

ontr

act.

Fre

quen

cy o

f was

hing

of b

lank

ets

men

tion

ed in

was

hing

con

trac

t as

one

mon

th b

ut t

he b

lank

ets

wer

e dr

y w

ashe

d fr

om 6

to

8 ti

mes

in a

yea

r du

ring

201

3-16

** In

SCR

, bef

ore

com

men

cem

ent

of M

echa

nise

d la

undr

ies,

cla

use

exis

ted

for

dry-

clea

ning

of B

lank

ets

but

wer

e w

et w

ashe

d

PER

MO

NTH

PER

MO

NTH

Mon

thly

Mon

thly

Mon

thly

ON

E M

ON

TH

Onc

e in

a M

onth

Onc

e in

a M

onth

NA

P

Mon

thly

Onc

e in

15

days

Onc

e in

Eve

ry 2

m

onth

sN

o pi

llow

s w

ashe

d ti

ll M

arch

201

6. P

illow

was

hing

sta

rted

from

A

pril

2016

, dep

artm

enta

lly.

Onc

e in

Eve

ry 2

m

onth

sPi

llow

s ar

e no

t w

ashe

dPi

llow

s ar

e no

t w

ashe

dPi

llow

s ar

e no

t w

ashe

d

2 m

onth

s

1 m

onth

s

Onc

e in

tw

o m

onth

s

Onc

e in

tw

o m

onth

s

NW

R

SCR

WR

SER

SECR SR SW

R

WCR

Report No. 14 of 2017 (Railways)Annexure

210

Zonal Railway

Year Name of the selected Coaching Depot

Total number of complaints received

during the corresponding year

Total from 2013-14 to

2015-16

2013-14 182014-15 292015-16 142013-14 142014-15 402015-16 1032013-14 2142014-15 1982015-16 522013-14 612014-15 152015-16 162013-14 1342014-15 702015-16 1972013-14 NA2014-15 452015-16 512013-14 82014-15 82015-16 272013-14 622014-15 1442015-16 1202013-14 82014-15 482015-16 302013-14 222014-15 142015-16 282013-14 62014-15 342015-16 712013-14 1322014-15 1712015-16 1652013-14 602014-15 282015-16 75

Annexure 4.5Para 4.1.5.2

Statement showing the Passenger complaints

CR Lokamannya Tilak Terminus 61

Nagpur 157

ER Tikiapara/Howrah 401

Sealdah 96

ECoR Puri 464

Bhubaneswar 92

NER Gorakhpur& Lucknow 43

NR New Delhi 326

Lucknow 86

SCR Secunderabad 468

Hyderabad 163

NWR Jodhpur 64

Jaipur 111

211


Zonal Railway





2015-16



2013-14 72014-15 32015-16 152013-14 02014-15 02015-16 32013-14 4212014-15 9182015-16 6552013-14 362014-15 152015-16 42013-14 22014-15 12015-16 12013-14 02014-15 02015-16 02013-14 422014-15 472015-16 532013-14 132014-15 1382015-16 202013-14 2432014-15 1562015-16 1202013-14 22014-15 5042015-16 3042013-14 52014-15 62015-16 82013-14 NA2014-15 382015-16 242013-14 142014-15 142015-16 372013-14 122014-15 102015-16 442013-14 12014-15 82015-16 30

SECR Bilaspur 25

Durg 3

Tata 4

SR Trivandrum 0

Chennai Central 142

SER Santragachi 1994

Hatia 55

WCR Jabalpur 810

Kota 19

SWR Yeshwanthpur 171

Bangaluru 519

NCR Allahabad 66

Gwalior 39

WR Bandra Terminus 62

Ahmedabad 65

Report No. 14 of 2017 (Railways)Annexure

212

Zonal Railway





2015-16



2013-14 72014-15 112015-16 392013-14 32014-15 82015-16 842013-14 112014-15 332015-16 92013-14 12014-15 142015-16 0

16 Zonal Railways 33 Coaching Depot 6726

ECR Rajendranagar 53

Darbhanga 15

NFR Guwahati 57

Dibrugarh 95

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

213

S. n

oCo

ach

No.

Zona

l Ra

ilway

Mak

eBu

ilt d

ate

Dat

e re

ceiv

ed

in P

ocke

t Yar

dYe

arAg

e as

on

rece

ipt o

f co

ach

at

CRW

S

Dat

e of

retu

rn

back

of c

oach

as

coac

h no

t fit

for

MLR

Coac

h de

tain

ed fo

r nu

mbe

r of

days

& h

aule

d un

nece

ssar

y

Reas

ons

1SE

0088

37SE

RCF

2000

4/8/

2013

2013

134/

12/2

013

4VP

H n

ot a

ccep

ted

for M

LR a

t CRW

S2

ER99

729

ERRC

F19

994/

15/2

013

2013

144/

25/2

013

10Ex

cess

hol

ding

3ER

9975

9ER

BEM

L19

994/

15/2

013

2013

144/

25/2

013

10Du

e to

exc

ess s

aggi

ng4

ER00

412

ERIC

F20

004/

15/2

013

2013

134/

25/2

013

10Du

e to

exc

ess s

aggi

ng5

ER99

430

ERRC

F19

994/

15/2

013

2013

144/

25/2

013

10Ex

cess

hol

ding

6ER

9972

0ER

RCF

1999

4/15

/201

320

1314

4/25

/201

310

Exce

ss h

oldi

ng7

SE00

8831

SERC

F20

005/

2/20

1320

1313

5/8/

2013

6VP

H n

ot a

ccep

ted

for M

LR a

t CRW

S8

NF9

7704

NF

RCF

1997

5/4/

2013

2013

165/

8/20

134

Ove

rage

9W

R002

146

WR

RCF

2000

5/23

/201

320

1313

5/27

/201

34

As p

er o

ld st

enci

l10

WR0

6290

1W

RIC

F20

065/

23/2

013

2013

75/

27/2

013

4As

per

old

sten

cil

11W

R001

328

WR

RCF

2000

5/23

/201

320

1313

5/27

/201

34

Exce

ss h

oldi

ng12

CR98

052

CRRC

F19

985/

31/2

013

2013

156/

3/20

133

Exce

ss h

oldi

ng13

NR9

6217

NR

RCF

1996

6/12

/201

320

1317

6/12

/201

30

As p

er o

ld st

enci

l14

NR9

8474

NR

RCF

1998

6/17

/201

320

1315

6/22

/201

35

Alre

ady

MLR

ed a

t CRW

S15

ECO

9881

18EC

ORC

F19

986/

24/2

013

2013

156/

25/2

013

1Ex

cess

hol

ding

16EC

O99

8158

ECO

RCF

1999

6/24

/201

320

1314

6/25

/201

31

Exce

ss h

oldi

ng17

SR90

027

SRIC

F19

908/

6/20

1320

1323

8/13

/201

37

Ove

rage

18W

C925

04W

CRC

F19

929/

9/20

1320

1321

9/10

/201

31

Due

for I

OH

Rep

air

19ER

9944

3ER

RCF

1999

10/5

/201

320

1314

10/3

1/20

1326

Beyo

nd R

epai

r20

ER00

323

ERIC

F20

0010

/5/2

013

2013

1310

/31/

2013

26Be

yond

Rep

air

21ER

9947

9ER

ICF

1999

10/5

/201

320

1314

10/3

1/20

1326

Beyo

nd R

epai

r22

NR7

972

NR

RCF

1997

11/1

/201

320

1316

4/9/

2014

159

Beyo

nd R

epai

r23

SC97

277

SCRC

F19

9711

/1/2

014

2014

174/

9/20

1515

9Be

yond

Rep

air

24ER

0021

3ER

RCF

2000

12/3

/201

320

1313

12/1

0/20

137

Beyo

nd R

epai

r25

ER00

327

ERIC

F20

0012

/3/2

013

2013

1312

/10/

2013

7Be

yond

Rep

air

26ER

0070

3ER

RCF

2000

12/3

/201

320

1313

12/1

0/20

137

Beyo

nd R

epai

r27

ER00

325

ERIC

F20

0012

/3/2

013

2013

1312

/10/

2013

7Be

yond

Rep

air

28ER

0020

4ER

RCF

2000

12/3

/201

320

1313

12/1

0/20

137

Beyo

nd R

epai

r29

WC0

6420

WC

RCF

2006

1/15

/201

420

148

1/15

/201

40

Und

erag

e 30

WR9

8115

5W

RIC

F19

982/

3/20

1420

1416

2/5/

2014

2O

vera

ge31

NR9

8127

NR

ICF

1998

2/3/

2014

2014

162/

5/20

142

Ove

rage

32EC

9827

6EC

RCF

1998

2/3/

2014

2014

162/

5/20

142

Ove

rage

33EC

O98

8256

ECO

ICF

1998

4/7/

2014

2014

164/

7/20

140

Ove

rage

34EC

O98

8729

ECO

BEM

L19

984/

7/20

1420

1416

4/7/

2014

0O

vera

ge35

ECO

9887

14EC

ORC

F19

984/

7/20

1420

1416

4/7/

2014

0O

vera

ge

Stat

emen

t sho

win

g th

e ca

ses

of in

corr

ect s

elec

tion

of c

oach

es fo

r MLR

dur

ing

2013

-14

to 2

015-

16

Anne

xure

4.6

Para

4.2

.2.2

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

214

S. n

oCo

ach

No.

Zona

l Ra

ilway

Mak

eBu

ilt d

ate

Dat

e re

ceiv

ed

in P

ocke

t Yar

dYe

arAg

e as

on

rece

ipt o

f co

ach

at

CRW

S

Dat

e of

retu

rn

back

of c

oach

as

coac

h no

t fit

for

MLR

Coac

h de

tain

ed fo

r nu

mbe

r of

days

& h

aule

d un

nece

ssar

y

Reas

ons

Stat

emen

t sho

win

g th

e ca

ses

of in

corr

ect s

elec

tion

of c

oach

es fo

r MLR

dur

ing

2013

-14

to 2

015-

16

Anne

xure

4.6

Para

4.2

.2.2

36SC

9728

6SC

ICF

1997

4/11

/201

420

1417

4/12

/201

41

Ove

rage

37SE

9806

6SE

RCF

1998

4/11

/201

420

1416

4/12

/201

41

Ove

rage

38SC

9812

8SC

RCF

1998

4/11

/201

420

1416

4/12

/201

41

Ove

rage

39N

R981

27N

RRC

F19

984/

11/2

014

2014

164/

12/2

014

1O

vera

ge41

SC98

236

SCRC

F19

984/

15/2

014

2014

164/

16/2

014

1O

vera

ge42

SR98

351

SRRC

F19

984/

15/2

014

2014

164/

16/2

014

1O

vera

ge43

SR98

267

SRRC

F19

984/

15/2

014

2014

164/

22/2

014

7O

vera

ge44

WR9

8115

5W

RIC

F19

984/

15/2

014

2014

164/

22/2

014

7O

vera

ge45

SC98

274

SCRC

F19

985/

3/20

1420

1416

5/5/

2014

2O

vera

ge46

NR0

1053

NR

RCF

2001

6/12

/201

420

1413

6/14

/201

42

EOG

Coa

ch n

ot fo

r MLR

47W

R011

411

WR

RCF

2001

6/24

/201

420

1413

6/25

/201

41

EOG

Coa

ch n

ot fo

r MLR

48SC

0011

6SC

RCF

2000

6/26

/201

420

1414

6/28

/201

42

EOG

Coa

ch n

ot fo

r MLR

49SC

9913

7SC

RCF

1999

6/28

/201

420

1415

6/30

/201

42

EOG

Coa

ch n

ot fo

r MLR

50ER

0121

8ER

RCF

2001

7/2/

2014

2014

137/

7/20

145

Beyo

nd R

epai

r51

ER01

205

ERRC

F20

017/

2/20

1420

1413

7/7/

2014

5Be

yond

Rep

air

52ER

0121

0ER

RCF

2001

7/2/

2014

2014

137/

7/20

145

Beyo

nd R

epai

r53

ER01

212

ERRC

F20

017/

2/20

1420

1413

7/7/

2014

5Be

yond

Rep

air

54ER

0121

4ER

ICF

2001

7/2/

2014

2014

137/

7/20

145

Beyo

nd R

epai

r55

ER01

320

ERRC

F20

017/

2/20

1420

1413

7/18

/201

416

Ove

rage

56ER

0321

9ER

RCF

2003

7/2/

2014

2014

117/

18/2

014

16O

vera

ge57

WC9

1361

WC

RCF

1991

8/8/

2014

2014

238/

11/2

014

3Du

e fo

r IO

H R

epai

r58

NE9

9705

NE

ICF

1999

9/13

/201

420

1415

9/15

/201

42

Alre

ady

MLR

ed a

t CRW

S59

ER03

611

ERIC

F20

039/

8/20

1420

1411

9/16

/201

48

Jans

hata

bdi C

oach

not

take

n fo

r MLR

at C

RWS

60W

C934

21W

CIC

F19

9310

/10/

2014

2014

2110

/21/

2014

11O

vera

ge61

NR9

9059

NR

RCF

1999

11/1

0/20

1420

1415

11/1

2/20

142

Not

acc

epet

ed si

nce

Rajd

hani

coa

ch62

NR1

5629

NR

RCF

2001

11/1

/201

420

1413

11/1

2/20

1411

Not

acc

epet

ed si

nce

Rajd

hani

coa

ch63

CR02

122

CRRC

F20

0211

/1/2

014

2014

1211

/29/

2014

28Ex

cess

hol

ding

64EC

O99

8064

ECO

ICF

1999

11/1

/201

420

1415

12/6

/201

435

Exce

ss h

oldi

ng65

CR01

110

CRRC

F20

0112

/9/2

015

2015

1412

/10/

2015

1Ex

cess

hol

ding

66EC

O03

107

ECO

RCF

2003

12/5

/201

420

1411

12/1

7/20

1412

Exce

ss h

oldi

ng67

NR0

4291

NR

RCF

2004

1/20

/201

520

1511

1/22

/201

52

Und

erag

e 68

ER00

329

ERIC

F20

001/

31/2

015

2015

152/

3/20

153

Beyo

nd R

epai

r69

ER01

226

ERRC

F20

011/

31/2

015

2015

142/

3/20

153

Beyo

nd R

epai

r70

NC0

9538

NC

ICF

2009

2/13

/201

520

156

2/14

/201

51

Und

erag

e 71

NE9

0222

NE

RCF

1990

3/24

/201

520

1525

3/24

/201

50

Ove

rage

Repo

rt N

o. 1

4 of

201

7 (R

ailw

ays)

Ann

exur

e

215

S. n

oCo

ach

No.

Zona

l Ra

ilway

Mak

eBu

ilt d

ate

Dat

e re

ceiv

ed

in P

ocke

t Yar

dYe

arAg

e as

on

rece

ipt o

f co

ach

at

CRW

S

Dat

e of

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rn

back

of c

oach

as

coac

h no

t fit

for

MLR

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h de

tain

ed fo

r nu

mbe

r of

days

& h

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d un

nece

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y

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ons

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emen

t sho

win

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e ca

ses

of in

corr

ect s

elec

tion

of c

oach

es fo

r MLR

dur

ing

2013

-14

to 2

015-

16

Anne

xure

4.6

Para

4.2

.2.2

72W

C920

52W

CRC

F19

924/

16/2

015

2015

234/

19/2

015

3O

vera

ge73

NR0

2161

NR

RCF

2002

3/12

/201

520

1513

3/23

/201

511

Reas

on n

ot g

iven

74N

R170

75N

RRC

F19

914/

5/20

1520

1524

5/8/

2015

33O

vera

ge75

WC9

0221

WC

RCF

1990

4/21

/201

520

1525

4/21

/201

50

Ove

rage

76W

C904

01W

CRC

F19

905/

14/2

015

2015

255/

23/2

015

9O

vera

ge77

NR0

3458

NR

ICF

2003

5/16

/201

520

1512

5/23

/201

57

CBC

Traf

fic C

oach

not

for M

LR78

NR0

3125

NR

RCF

2003

5/16

/201

520

1512

5/23

/201

57

CBC

Traf

fic C

oach

not

for M

LR79

NR0

3372

3N

RIC

F20

035/

16/2

015

2015

125/

23/2

015

7CB

C Tr

affic

Coa

ch n

ot fo

r MLR

80ER

0120

9ER

RCF

2001

5/22

/201

520

1514

6/19

/201

528

Exce

ss h

oldi

ng81

ER00

334

ERIC

F20

005/

22/2

015

2015

156/

19/2

015

28Ex

cess

hol

ding

82ER

0033

1ER

ICF

2000

5/22

/201

520

1515

6/19

/201

528

Exce

ss h

oldi

ng83

SE01

8057

SEIC

F20

016/

12/2

015

2015

146/

24/2

015

12Re

ason

not

giv

en84

NR1

5342

8N

RIC

F20

156/

15/2

015

2015

06/

15/2

015

0N

ew C

oach

not

for M

LR85

NR1

5343

0N

RIC

F20

156/

15/2

015

2015

06/

15/2

015

0N

ew C

oach

not

for M

LR86

NR1

5342

1N

RIC

F20

156/

15/2

015

2015

06/

15/2

015

0N

ew C

oach

not

for M

LR87

ER00

456

ERRC

F20

006/

17/2

015

2015

156/

26/2

015

9Re

ason

not

giv

en88

SR07

734

SRIC

F20

077/

2/20

1520

158

7/6/

2015

4U

nder

age

89EC

O02

702

ECO

ICF

2002

7/2/

2015

2015

137/

6/20

154

Jans

hata

bdi C

oach

not

take

n fo

r MLR

at C

RWS

90EC

O02

603

ECO

ICF

2002

7/2/

2015

2015

137/

6/20

154

Jans

hata

bdi C

oach

not

take

n fo

r MLR

at C

RWS

91CR

8289

6CR

ICF

1982

7/9/

2015

2015

337/

11/2

015

2O

vera

ge92

SW85

462

SWIC

F19

857/

9/20

1520

1530

7/11

/201

52

Ove

rage

93EC

0623

4EC

OBE

ML

2006

8/11

/201

520

159

8/13

/201

52

Und

erag

e 94

NE1

5205

NE

RCF

2015

8/11

/201

520

150

8/13

/201

52

New

Coa

ch n

ot fo

r MLR

95N

R137

07N

RRC

F19

968/

11/2

015

2015

198/

13/2

015

2O

vera

ge96

ECO

0310

2EC

ORC

F20

039/

19/2

015

2015

129/

28/2

015

9Ex

cess

hol

ding

97EC

O03

220

ECO

RCF

2003

9/19

/201

520

1512

9/28

/201

59

Exce

ss h

oldi

ng98

NR0

3202

NR

ICF

2003

9/21

/201

520

1512

9/28

/201

57

Exce

ss h

oldi

ng99

NR9

6204

NR

RCF

1996

9/21

/201

520

1519

9/21

/201

50

Ove

rage

100

ECO

0421

6EC

OIC

F20

049/

28/2

015

2015

119/

28/2

015

0Ex

cess

hol

ding

101

ECO

0322

8EC

ORC

F20

039/

28/2

015

2015

129/

28/2

015

0Ex

cess

hol

ding

102

SR01

245

SRIC

F20

019/

30/2

015

2015

1410

/7/2

015

7Ex

cess

hol

ding

103

ECO

0182

34EC

OIC

F20

019/

30/2

015

2015

1410

/7/2

015

7Ex

cess

hol

ding

104

ECO

0405

1EC

OIC

F20

049/

30/2

015

2015

1110

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015

7Ex

cess

hol

ding

105

NR0

2216

NR

ICF

2002

10/5

/201

520

1513

10/1

7/20

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ss h

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ng10

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0325

9SR

ICF

2003

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0/20

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4/20

154

Exce

ss h

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ng

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rt N

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201

7 (R

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ays)

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exur

e

216

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ach

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Zona

l Ra

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Mak

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ilt d

ate

Date

rece

ived

in

Poc

ket Y

ard

Year

Age

as o

n re

ceip

t of

coac

h at

CR

WS

Date

of r

etur

n ba

ck o

f coa

ch a

s co

ach

not f

it fo

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LR

Coac

h de

tain

ed fo

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mbe

r of

days

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aule

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nece

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y

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ons

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lect

ion

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dur

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2013

-14

to 2

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16

Anne

xure

4.6

Para

4.2

.2.2

107

NR0

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NR

ICF

2003

10/1

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10/1

4/20

154

Exce

ss h

oldi

ng10

8N

F971

08N

FRC

F19

9710

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2015

2015

1810

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2015

4O

vera

ge10

9N

F720

5N

FIC

F19

9510

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2015

2015

2010

/14/

2015

4O

vera

ge11

0EC

O05

255

ECO

RCF

2005

10/2

4/20

1520

1510

10/2

6/20

152

Und

erag

e 11

0EC

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ECO

ICF

2004

11/2

3/20

1520

1511

11/2

4/20

151

Exce

ss h

oldi

ng11

1EC

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102

ECO

RCF

2003

11/2

7/20

1520

1512

11/2

8/20

151

Exce

ss h

oldi

ng11

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133

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RCF

2004

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11/2

8/20

151

Exce

ss h

oldi

ng11

3W

C034

09W

CIC

F20

0312

/9/2

015

2015

1212

/9/2

015

0U

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age

114

NF0

5115

NF

RCF

2005

12/9

/201

520

1510

12/9

/201

50

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erag

e 11

5W

C021

01W

CRC

F20

0212

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015

2015

1312

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015

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read

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116

CR96

315

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9612

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2015

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2015

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read

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117

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453

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71/

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old

sten

cil

119

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7003

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cil

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2016

171/

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read

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122

NR0

2156

NR

ICF

2002

1/21

/201

620

1614

1/21

/201

60

Alre

ady

MLR

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t CRW

S12

3W

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045

WR

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2000

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2016

2016

162/

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162

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rage

124

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ICF

2002

2/5/

2016

2016

142/

5/20

160

Reas

on n

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iven

125

WC1

3406

WC

RCF

2013

2/8/

2016

2016

32/

11/2

016

3N

ew C

oach

not

for M

LR12

6N

R053

02N

RRC

F20

052/

18/2

016

2016

112/

27/2

016

9U

nder

age

127

NR9

6215

NR

RCF

1996

2/20

/201

620

1620

2/27

/201

67

Ove

rage

128

WC0

5051

WC

RCF

2005

2/20

/201

620

1611

2/23

/201

63

Und

erag

e 12

9EC

1050

0EC

ICF

2010

2/27

/201

620

166

2/27

/201

60

Und

erag

e 13

0N

R108

62N

RRC

F20

102/

27/2

016

2016

62/

27/2

016

0U

nder

age

131

SE03

8234

SERC

F20

033/

15/2

016

2016

133/

18/2

016

3Ex

cess

hol

ding

132

SE02

8240

SEIC

F20

023/

16/2

016

2016

143/

18/2

016

2Ex

cess

hol

ding

133

NE0

0287

NE

ICF

2000

3/16

/201

620

1616

3/18

/201

62

Alre

ady

MLR

ed a

t CRW

S13

4EC

O04

051

ECO

ICF

2004

3/21

/201

620

1612

3/22

/201

61

Exce

ss h

oldi

ng13

5N

E011

05N

ERC

F20

013/

21/2

016

2016

153/

22/2

016

1Ex

cess

hol

ding

136

NE0

1207

NE

RCF

2001

3/21

/201

620

1615

3/22

/201

61

Exce

ss h

oldi

ng13

7N

R043

03N

RRC

F20

043/

21/2

016

2016

123/

22/2

016

1Ex

cess

hol

ding

Sour

ce: C

oach

Mov

emen

t Reg

ister

10

66

217


Month & Year No. of coaches sent to NTXR for inspection

No. of coaches rejected by NTXR during 1st inspection

Time taken in extra repair work

Apr-12 36 8 10May-12 51 7 13Jun-12 50 8 11Jul-12 49 18 34

Aug-12 48 20 74Sep-12 48 20 40Oct-12 46 24 57Nov-12 43 8 11Dec-12 49 15 29Jan-13 51 18 39Feb-13 50 15 37Mar-13 47 18 37Apr-13 48 20 125

May-13 50 19 35Jun-13 48 22 40Jul-13 53 20 37


May-14 50 18 57Jun-14 49 17 66Jul-14 52 15 33


May-15 49 19 33Jun-15 50 24 77Jul-15 47 17 64

Aug-15 35 17 57Sep-15 38 13 31Oct-15 44 10 20Nov-15 43 10 20Dec-15 47 21 76Jan-16 50 22 80Feb-16 47 24 75Mar-16 57 28 95

Total 2286 855 2423

Annexure 4.7Para 4.2.2.6 i

Statement showing extra time taken in re-repairing of MLR coaches

© COMPTROLLER ANDAUDITOR GENERAL OF INDIA

www.cag.gov.in

Rep

ort N

o. 1

4 o

f 20

17

- Un

ion

Go

vernm

ent (R

ailways)

lR;eso t;rs

Report of theComptroller and Auditor General of India

Union Government (Railways)No. 14 of 2017

164.100.160.249164.100.160.249/sites/default/files/audit_report_files...preface the report for the...

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